Crisis management is one challenge businesses face at some point, and the truth about it is crises most times just happen in a sudden manner, while some give signs before occurring. Whichever one it might be, management crises, should not make a business wrap up or even close to thinking about it, rather it should boost one’s confidence, patient and determination toward tackling the situation.
Even when a crisis boils over and hits the business bad there are things a company can do to curb its effects and start the long work of rebuilding the trust of stakeholders.
Thereby this article will briefly analyse five common mistakes that an orgiansation make when dealing with management crises.
Businesses often make this mistake in the sense that, they often try hiding the current situation or problem in their organization, trying to cover the crises up, and most times if the crises later leaks out, the general public might find it hard to trust the such an organization, and with that, the reputation of that business might be tampered it.
Avoiding the subject matter with your team and investors:
Your team and investors have the probability to hear somewhere else so its better you let them know on time and how the team is planning to respond. This ensures that they will hear the truth about it and know you are doing things to curb the problem.
Investors and employees understand that crises happen unexpectedly there as the key thing to do is to let them know you are working on it and as well taking a logical and controlled manner towards the situation on ground. Both the employees and investors should be aware of any situation that concerns each a business or organisation.
Blame the whistleblower
When there is an allegation of misconduct, the first question many leaders ask is, ‘Who raised this issue?’ This places the focus on the messenger rather than the message, and often leads to dismissing it in a wrong manner.
For example, if the allegation comes from an internal whistleblower, it can be easy to brush off as the personal grievance of a disgruntled employee. If it comes from the media, it’s just a story crafted by an outsider. If it comes from a regulator, it’s just government meddling and all. So its better to solve the problem on ground first instead of trying to put the blame on someone or something.
Not being proactive
A company should take on law enforcement and regulators to do the fact finding and prove the misconduct before the company needs to take any action itself.
However, in cases of alleged corporate misconduct, it is still prudent and also, a core governance responsibility for leaders should be proactive and willing participants in facts finding.
Taking the ‘Business As Usual’ approach
Even in the most serious crises, some corporate leaders often go to great lengths to avoid any action that could be perceived as disrupting the course of normal business. This signals that the allegation and internal investigation are secondary and should not take precedence.
As a leader, make no assumptions and try not avoiding the claim. Encourage your team to be open to any possibility, and clearly let them know that you are engaged and open to any possibility. The right instruction is: ‘Get me the facts about what’s going on.’