Crisis management expert Dallas Lawrence shared best practices for protecting your organization’s reputation during times of crisis at the CUNA Marketing & Business Development Council Conference in San Antonio.
Lawrence, chief communications officer for Rubicon Project, delivered a few handfuls of insights to credit union leaders with real-life stories and a bit of humor, too. His crisis management recommendations included:
Know and engage key influencers early and often.
Avoid an information vacuum.
Be where the crisis is. For example, if the crisis happens via a YouTube video, don’t respond with a press release.
Own your brand in social before someone else does. Make sure you have the rights to digital accounts to avoid parody attacks.
Reach journalists on social media. Journalists are social and face a time-crunch. Make their lives easier.
Respond with people, not logos. People don't want to talk to a logo in a crisis. They want a person. Humanize the brand in a crisis. They want to know you care.
Know what you’re talking about. There’s urgency to respond, but don't rush. Once you ruin your credibility, it’s hard to get back. And you need it in a crisis.
When you blow it, own up to it quickly.
Don't forget humor as a defense, as long as the gravity of the situation isn’t too intense. Everyone gets a second act. People are willing to forgive.
Integrate paid and earned media. Do everything you can to deliver the message.
Make some lemonade. Use negative comments to improve your product. Don't just ignore the input.
In the event of a data breach, don't become a villain. Be the good guys to work with law enforcement and consumers. Don't be a bad guy trying overly protect the organization.
Don't forget your secret weapon.. Your employees. They can be your best advocate online if you engage and arm them in time.
When all else fails, use brutal honesty. Rip off the Band-aid.
Credit Union Magazine’s Fall 2022 issue highlights credit unions’ role in cryptocurrency, the state of digital assets, cannabis banking compliance, the human side of technology implementation, and involving the board in financial discussions.
