Finance free essays: Crisis Communication Management
Crisis Communication Management
Crises that can hurt the operations or the reputation resulting from accidents, theft of important data and other incidents occur in all organizations. Failure to communicate effectively about how an organization is responding to a crisis implies that the affected organization does not convey information to stakeholders regarding the strategies taken in response to the crisis. In order to demonstrate that an organization is responsible and to maintain good reputation of an organization, the CEO can be the spokesman or he can choose a spokesman with the ability and skills needed to effectively convey information to the stakeholders in a compelling and compassionate manner.
When a crisis emerges in an organization, the CEO or any other top leaders can be the spokesman if he is able to communicate effectively and respond to the questions raised by stakeholders well. Selecting the top leader is very essential in cases where they represent the face of their organizations (Fink, 2013). However, a more suitable spokesman should be selected in a situation the top leader does not have the required skills or is unable to effectively interact and convey information about the crisis to the stakeholders (Fink, 2013)..
The selected person, whether or not is the CEO, should have the required communication skills and knowledge needed to effectively convey information to stakeholders during crisis. The most suitable person should have training, knowledge and skills in crisis communication (Fink, 2013). The suitable person should have presentation skills and ability to speak in a compassionate manner. The spokesman should have proper knowledge of the organization in which the crisis emerges and the details related to the crisis.
The person should be sincere on-camera presence. The criteria for selecting an organizational spokesman during crisis should give priority to the aforementioned skills, knowledge and competencies (Fink, 2013).
When conveying information about a crisis, a spokesperson should apply the “head-to-heart” principle. When saying something, that is part of the head. The tone of voice and the body language emanates from the heart (Fink, 2013). Cognitive dissonance occurs if there is lack of coordination between body language, tone, and what a spokesman. Cognitive dissonance leads the spokesman to lose credibility. Precisely, it is difficult for the audience to believe in what spokesman says when there is presence of cognitive dissonance. To maintain credibility, therefore, a spokesperson should apply the “head-to-heat” principle (Fink, 2013). Thus, using the body language the body language effectively is one way of engaging the audience so that they believe in the message of a spokesman. Presentation skills such as wearing suitable adornments and developing rapport enhance the credibility of a spokesman and the likelihood of the audience to believe in the message conveyed (Fink, 2013).
The media representatives wish to speak to the frontline employees during crisis since they believe that the employees can give be more open, transparent and honest when giving information related to a crisis than the organizational spokesmen or leaders. As such, it for the CEO to inform the employees in advance about how they should respond to questions raised by media representatives (Fink, 2013). Doing so will help to mitigate damages that might result from the employees giving erroneous.
Communication of issues related to a crisis to organizational stakeholders should be effective in order to prevent an organization from losing reputation. As such, the most suitable person to represent an organization should have suitable competences, knowledge and competencies needed to effectively convey the information in a compassionate manner to the audience. To prevent loss of reputation, the CEO should ensure that the employees convey information that is not erroneous.
Fink, S. (2013). Crisis Communications: The Definitive Guide to Managing the Message:
The Definitive Guide to Managing the Message. London: McGraw Hill Professional.
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