In case you haven’t been reading the news lately, a recent issue with a number of trains has been garnering headlines for all the wrong reasons.
We’re going to take a look at this after the dust has settled somewhat, and given that from time to time we’re also on the receiving end of public scrutiny what we’re not going to do is attempt to evaluate anyone’s “performance”. Instead, we’ll look at some of the lessons we can learn from watching the issue unfold, and break them down so they can help guide future crisis management efforts. If that sounds like something you’re interested in then please check back over the next few weeks for an update.
However, there’s already one glaring lesson for all crisis managers (and trainers) to take on board (pardon the pun). Often when our Issues & Crisis team runs a crisis simulation, or in the occasional media training scenario, we’ll be met with the kind of skepticism that’s usually reserved for spoon-benders.
The cry of: “That’s not realistic. That could never happen”, rings loudly from the naysayers, usually members of the crisis management team we’re working with. In all honesty, they’re probably right – it’s probably not realistic. But here’s the thing. That’s absolutely not a reason why it couldn’t happen. Just look at our trains issue.
It’s one thing to have a single trans-national train break down. It’s quite another to have six go all at the same time. And then when you compound that by scheduling the breakdowns for the weekend before Christmas, and then you add in an unprecedented cold snap that’s seen most of the UK’s airports either closed for action or running drastically reduced schedules…all of a sudden the scenario starts to look “unrealistic”. Except it isn’t, because it’s still having an impact, five days after it happened.
This is why at Hill & Knowlton we train our clients for the “nightmare scenario”. It’s not something we expect to happen. Rather, it’s a scenario that’s designed specifically to test and train at the limits of the organisation’s capabilities. There’s an adage about bleeding more in training so we die less in battle. While corporate communications is usually a much safer environment that requires very little bleeding, the principle still holds. It’s no good training for what happens when just one train breaks down if you’re running a fleet of 20.
Similarly, if you’re training for a product recall, it’s a no-brainer to use a scenario that involves some kind of threat to consumer health or safety. But to get the most value out of your scenario, dial up the element of fear. Work within the constraints of a climbing mortality rate, or an international recall across markets with different regulatory requirements for example.
So for crisis managers working on your 2010 training calendars, pour some fuel on your scenarios and give your team a truly incendiary problem to work with.