In last Thursday’s seminar, crisis communications expert, Amanda Coleman drew on her over 20 years of experience to counsel members on effectively leading and communicating through times of crisis. While this seminar was packed with pertinent advice and insights, here are a few key takeaways that resonated with us.
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The Chief of Staff Association
Published: 10/05/2022 |
While introducing the topic of crisis management, Amanda highlighted an often overlooked aspect of leading through crisis: defining crisis itself.
As Amanda explained, the parameters for what constitutes a crisis differ between organisations. Every organisation has its own ‘risk tolerance’ which determines when an issue becomes classified as something more significant. For clarity and readiness, Amanda emphasised the importance of discussing definitions before crises occur. These conversations ensure that everyone is on the same page when crises ultimately arise and enable a more efficient response.
Discussing how to categorise crises also opens a space for reflection on how issues are spoken about within and beyond organisations more broadly. As Amanda explained, words carry weight and consequence. The way crises are defined and spoken about can lead to unforeseen repercussions, like the alienation of particular communities. Contemplating how crises should be defined and spoken about early on, empowers leaders to be more conscientious and agile in their approach to crisis management.
When crises occur, it is vital that organisations critically interrogate the implications of their response, as well as the crisis itself. To illustrate the importance of this, Amanda parallels the impact of a crisis to a stone thrown into water. Like the force of the stone, a crisis and your response create ripple effects that often lead to unanticipated outcomes. Hence, it is important for chiefs of staff and organisational leaders to avoid fixating on the crisis alone, and also consider the “aftermath of their response”.
Finally, it is inevitable that disagreements will arise in the process of managing and responding to crises. For chiefs of staff with particularly strong-willed principals, it can be especially difficult to propose new ways of preparing for and addressing crises within your organisation.
In developing and proposing new crisis plans to your principal and peers, Amanda recommended that chiefs of staff come prepared with case studies that support their perspective. Case studies offer valuable insight into best practices and can sway key stakeholders who may be resistant to change.
Crisis management is a nuanced and critical skill for chiefs of staff to master. Amanda Coleman’s expertise, insights and advice sparked discussion, reflection, and growth.
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