What’s commonly called “Crisis Communications” is really about leadership as are most corporate issues. What seemed to surprise the media more than the actual accident was how Norfolk Southern Railway managed to bungle the initial communications as badly as they did. In this age of instantaneous Internet, when sometimes social media is the first to alert a company to its crisis, why wasn’t Norfolk Southern better prepared with their response?
Those of us who have worked in large corporations have a pretty good idea of what happened internally, but that doesn’t excuse the loss of any confidence and trust that those affected might have had towards this railroad. Now, no matter what actions are taken, the financial, reputational, and political costs are going to be higher than they would have been had the company’s leadership been immediately on site, compassionate, and forthcoming about initial steps.
Norfolk Southern is a reminder to get that dusty “Crisis Communications Plan” off the shelf or digital file and update for emergencies. That means anticipating and analyzing potential problems, developing scenarios, practicing responses, and reviewing team members’ responsibilities. Assess your physical operation for potential vulnerabilities and make any changes necessary. These are just a few of the steps to take now to protect your organization.
Finally, this is a reminder what “License to Operate” actually means. It’s not about permits per se, but rather having the public’s permission to operate. That should always be kept top of mind.