The Five Rs of Risk and Crisis Communication
What everyone hoped would never happen, has, in fact, come to pass. In a moment, the world has changed. The organization feels not up to the task and there is concern that events will overtake the ability to continue to operate in anything remotely resembling normalcy. There is a real and palpable concern that events will leave an indelible adverse impact on reputation. And there is concern that our license to operate may be at real risk.
It’s a crisis.
Whether or not you have a plan (let’s hope you do), communicators will always benefit from simple help to guide communication in support of the organization as it grapples to respond. You will be judged more harshly for the way the organization is seen to be responding rather than the initial problem itself. We see that truth every day. Yes, there is anger about the scandal at the Department of Veterans Affairs. But, not surprisingly, much of the ire is reserved for questions about why the president said relatively little for over a week or why the VA secretary has managed to keep his job. Sure there is anger about what happened but most of the rage is directed at perceptions and opinions about the quality of the response.
So how do you know what to say in the wake of a crisis? How do you know what will resonate with an angry public?
In more than 20 years of counseling companies and organizations of every stripe through some very interesting crises, I've settled on the immutable truth of the Five Rs – regret, responsibility, resolution, restitution and reform. Communication is a compendium of soft skills so there is a measure of art to know how much of one; where the overlap is right and when to move past one of the Rs and when to introduce another.
Every communicator will benefit from the objective reminder of a template that can offer guidance from these proven truths about risk and crisis communication.
Regret – When otherwise reasonable people do something that causes pain, discomfort, disruption or worse, we expect them to say I’m sorry. It’s something we learn as small children and yet too often, I see leaders refuse to express a sense of regret or apologize. Sometimes it’s enough to say that you feel bad that people are experiencing some harm, even if you’re sure it isn't your fault. The absence of a sincere acknowledgement of regret will make the affected public all the more angry. So say it early and keep saying it until well after you’re tired of hearing yourself say it.
Responsibility – It isn't the same as accepting liability and don’t let your lawyer talk you out of it. What the impacted audience wants and needs to hear is that you will behave responsibly and that you will not shirk from your role to see this thing through. They want to know that you aren't going anywhere until this matter is all put right. You need to reassure the public that you’re behaving and will continue to behave like a responsible person or organization.
Resolution – At some point, you will need to start painting a picture of what it looks like when everything is better. Not too early on this one. Until we believe that you really feel empathy and that you’re going to act responsibly, we don’t care about your vision of the future. But at some point you’re going to need to give us hope; you’re going to need to tell us that normalcy will be restored and that maybe things will be even better on the other side.
Restitution – If people are injured, physically or materially, we want to hear that you’re prepared to make it right. We’ll be angry if you withhold what seems like trivial money that would ease discomfort. I’m not suggesting that you settle claims on the sidewalk while real liability is still to be discovered. What I am suggesting is that you do what you can to ease immediate discomfort. This will vary by circ*mstances but it could be a couple of days in a hotel while an area is made safe. It could be little more than pocket money to take care of small incidentals. You’re going to hear from legal counsel that such expenditures may constitute an admission of liability. Nonsense. It’s how responsible people behave and you need to be able to communicate that you will make people whole if you had any part in their discomfort.
Reform – The public needs to hear that you've learned something from all of this. When you send a kid to his room, part of his parole is that he has to tell you why he got sent there in the first place. Indifference lands him right back in. No lifting of the restriction. The public is the same way in the aftermath of a crisis. At some point, we want to hear that you've learned something from the experience and that things are going to be better because of that learning.
None of this is rocket science but in the heat of the moment, communication that is lacking the right Rs will choke you. So write them down someplace and have the courage to insist that a little time be sacrificed for a quick edit that will get the right Rs into every piece of communication that goes out. You’ll be thankful for the discipline and it might earn you a little of a sixth R just a little bit sooner. Rest.
