Background
Crisis management is not something many organizations think about, especially if the industry they are in is focused on hospitality and things that people typically celebrate and enjoy. Recently, however, many individuals, organizations and companies are discovering that things that were not traditionally political now are. From the #MeToo movement to #BLM, social issues impact every industry, every organization and every company.
Challenge
Client B, an $8M national nonprofit, was facing hostile media and social media attacks, citing a lack of diversity and a need to call out accusations of sexual misconduct among its industry leaders. Longtime supporters were now publicly criticizing the organization and/or turning their backs. The situation threatened its ability to carry out events, raise money, successfully implement programs and carry out its mission. This was a crisis situation that was unfolding in real time. The organization was already working with a team of outside consultants, and we had to find a way to seamlessly integrate into the team, hit the ground running, and create and implement a strategy on Day 1.
Strategy
Because the situation was already in crisis, the priority was to de-escalate and find a meaningful way to repair and rebuild the organization’s brand and reputation. This meant identifying the root causes of the crisis and, by doing so, creating strategies to address criticisms in the short-term and mitigate similar risks in the long-term. We interviewed members of the leadership team, communications team and staff members who were impacted by the crisis. We identified areas where their actions and or messaging (or lack of messaging) either supported their cause or exacerbated the crisis. We conducted a risk analysis and presented it to the team with recommendations on immediate courses of action. We knew that in order to effectively move past the situation, they had to address it directly, with messages and actions that showed this was not about PR, but about being an organization that was willing to learn, listen and lead. Once we addressed the current crisis, we created a customized crisis strategy plan and internal communications policy that gave the organization definitive guidance on how to prevent and/or handle a variety of situations in the future. We also identified internal and external spokespersons, and provided each of them with media training.
We chose not only to support the organization in dealing with its current crisis, but also to provide the necessary tools so it could mitigate and/or navigate future situations.
Results
Using our recommendations, strategy and messaging, the organization was able to win back several supporters who had threatened to walk away, as well as retain sponsors that had expressed concerns about continuing partnership. The organization expanded its mission and values to strengthen its commitment to DEI and protections in the workplace across the industry. The nonprofit implemented major changes to its programs and processes to ensure more diversity, equity and inclusion. The crisis strategy plan and internal communications policy we created is now a part of the organization’s policy.