Ray Pons is a Senior Communications Specialist at Grassroots Public Affairs and is based in Toronto. Ray can be contacted at email@example.com.
Crisis communications are highly emotional. It is a crisis after all. And if, as is often the case, the communication platform is “public speaking” emotional concerns and flat-out fears kick in big time. Fear of the crisis itself, in combination with an innate fear of public speaking, can create a messy mish-mash of the speaker’s mindset resulting in a confusing, rambling message.
The entire experience often becomes overwhelming. Many noble, well-intentioned and intelligent people lose emotional control and are unable to stay focused. Your passion, rage, fury, fears and frustrations can easily get the better of you and your message becomes incoherent damaging both your professional and personal reputation.
The solution depends on your skill to gain, or re-gain, and then resiliently maintain the first of Grassroots’ 3 C’s: Clarity.
Clarity demands that you narrow the focus of all that’s going on inside your head and your heart.
Quiet the white noise. Become fully aware and determine exactly what you must say. Strategically focus on how best to say it. Calculate where and when the delivery will be presented.
What follows is a simple (not easy) 3 step process that will give you a “slight-edge principle” to trim-tab and be in better control when you need it most.
Emotional acknowledgement is the first stage of emotional management (control of self). Answer these 3 questions in depth and with probative accuracy:
- What exactly is your deepest concern?
- What must you do to maintain control of F.U.D.S. (Fears, Uncertainties, Doubts, Suspicions)?
Identify 2 polar-opposite possible outcomes:
- What is the worst that can happen?
- What is the best that can happen?
Strategically focus on the negatives which must be avoided or diminished, as well as the positives you wish to bring about.
With the very best and the very worst, properly established in your mindset you are better equipped to accurately determine the attributes you must manifest to handle your present crisis. Many strong leaders find it helpful to role-model crisis leaders whom they consider impressive. For me, those leaders include Winston Churchill, WWII; Ghandi, emancipation of India; JFK, Cuban missile crisis. Or business crisis leaders; the likes of Lee Iacocca, Steve Jobs and Bill Gates. Who are the powerhouse people you admire? Study them, emulate their characteristics of communications to keep you on track, maintain focus.
Think some, focus some, but then by God do something! Execute!
Crisis tends to get worse not better under dithering leadership. For certain it is valid that analytical thinking, and pondering the enormously wide range of possibilities, are essential to make prudent decisions. But there is also truth to the saying “paralysis through analysis.”
There is rarely sufficient certainty when dealing with any crisis to identify THE solution, the ONE correct decision. Usually it’s about making A decision and having the strength of will to execute on that decision.
Also, be armed with a readiness to pivot, to adapt and face reality of whether the plan is working or not working. Be empowered to make another decision or decisions as the situation evolves. Be strong. Follow your convictions. Trust your instincts. And ACT.
To your success!