By Quentin Langley
Let us suppose you run a chemical company and you are planning some crisis training. It could be any sector, of course. This is just an example. You prepare. You consider the main points of risk: spill, fire, explosion.
You already have plans in place for all of these things. You know what the risks are. Should you have to do a media interview, your spokespeople know more about the health issues - and about chemistry in general - than the journalists.
But what if your CEO is accused of sexual harassment? Or your CFO is arrested for paying bribes?
The actual crisis that arises may be well outside your core business and your core areas of competence.
I have long advocated media training for sexual harassment issues. In running scenarios for the chemical sector I always included a twist: perhaps there is a member of staff on the premises threatening to set himself alight unless his estranged wife allows him more access to their children. Obviously, you cannot arrange that. So what do you do?
But this is now the age of historic claims coming to light. Suddenly, victims are feeling empowered to speak out.
Sexual harassment allegations which may have lain dormant for years are coming to the public's attention. Perhaps a settlement was reached and you thought the issue was over. Perhaps it never came to the attention of the organization at all. A member of staff left quietly and senior management didn't even know that she was unhappy.
And, of course, it is possible for untrue allegations to be made.
Whether the underlying issue is something you thought was buried or a complete surprise, these allegations are going to become much more frequent and your organization has to be ready.
Comments