Crisis management is based on a methodical approach. The first hours of a crisis are indeed vital. First of all, it is essential to be able to spot the first signs of a crisis and to define its scope and possible impact quickly. Our support in crisis management favors short pathways in decision-making. Our consultants can help you regain control in an acute crisis situation.
On-call 24 hours a day, 7 days a week via a single telephone number
Internal team at EH&A firm can be mobilized at short notice
Can immediately trigger our crisis procedures together with media and social network monitoring
A crisis is more likely than ever to be triggered on social networks and across the web. E-reputation management is therefore the first key step in any crisis plan. Dealing robustly with the digital dimension of a crisis helps avoid any bad-buzzbefore it spreads out of control.
EH&A consultants help support companies in the implementation of an active watch. Identifying the weak signals of the crisis helps avoid the viral spread of negative messaging.
Mapping out stakeholders
Taking stock of the crisis first requires assessing its potential impact. The mapping of the stakeholders concerned helps give the crisis unit more visibility to those directly impacted by the crisis. For customers, suppliers, journalists, authorities, and employees, this mapping involves listing the issues and expectations of the various stakeholders. This second stage of the crisis plan thus enables the crisis unit to prepare to manage the uncertainty linked to varied stakeholder perspectives and their likely reactions to them.
Identifying possible worst case scenarios
Identifying the potential for an unfavorable development of the crisis is another key step in the anticipatory work of the crisis unit. All potential dimensions of the crisis are studied (political, business, financial, reputational…). The aim is to document those aggravating factors and their causes to minimize the impact of the crisis.
Our case studies, based on real-life situations, help inform this on-the-spot analysis of risks and potential situational domino effects. They rely on more than 15 years of crisis management experience.
Deploy an action plan
The Board must, through its good strategic management of the crisis, keep one step ahead despite the pressures upon it. The action plan makes it possible to deploy the crisis response strategy effectively. Deploying a crisis action plan relies upon compliance with procedures, discipline, and precise monitoring of actions undertaken using proven and applicable procedures.
A pure player in crisis management, we work alongside companies in an agile manner, while respecting the specificities of their internal culture. The EH&A teams can intervene in French and English, within groups or at their subsidiaries all over the world, with a focus on Europe, Africa and the Middle East.
Negotiate a way out of the crisis
Renewing dialogue with your ecosystem is key to finding and consolidating favorable outcomes in crisis situations. We support organizations and businesses across the full spectrum of their engagement strategies, with both internal and external stakeholders. Rebuilding trust with stakeholders allows you to preserve the vital relationships and values of your organization for the long term.
Launching crisis communications
Crisis communication is a tactical deployment of crisis strategy and is one of the most visible aspects of crisis management. Communicating in a timely and comprehensive manner is essential to restoring the confidence of a stakeholder ecosystem. Taking a transparent approach to one’s crisis mitigation measures helps reassure stakeholders about the company’s ability to manage the event. Pedagogy, precision, and empathy contribute to guaranteeing efficiency in crisis communication.
Our teams support the crisis unit in the writing of key messages and the Q&A (Question-Answer document) and in the training of its spokespersons. We rely on proven procedures to help your employees and your organization implement an effective crisis management methodology,
Managing the digital aftereffects of the crisis
The end of the crisis is once again an opportunity to highlight the company’s projects and ambitions positively. It is also a time to actively relegate the digital aftereffects of the crisis, which can persist on social networks, into the background. E-reputation management thus occupies a central place in our support throughout the crisis management process.
Resuming normal communications
The methodological approach of EH&A makes it possible to emerge from the crisis quickly and return to normal communications within as short a time frame as possible. The return to a more common rhythm of communication is an opportunity to highlight the new balance of the company. Sustaining motivation and meaning for internal stakeholders is indeed an essential issue in emerging from any crisis.
Teams can be particularly affected by a crisis situation. They are often under intense pressure. From the moment the team is mobilized, great energy is required of its members. Conversely, they may experience disorientation at the start of the crisis, and then later have the feeling of being left out. By supporting your internal communications process, we thus help your organization to emerge from the crisis more resilient than ever.
Rebuilding after the crisis
Mobilizing internal stakeholder and shareholder
Crisis Management aims to restore the functional balance of the company as soon as possible, and then sustain it into the future. An effective way out of a crisis is based in particular on managing the emotional landscape of internal stakeholders. It is thus a matter of regaining the initiative in relations with employees, unions and shareholders and restoring a proven bond of trust.
Improvement through feedback (Retex)
Experience feedback, or Retex, makes it possible to draw lessons from the crisis ready to be used in the future if needed. It is a methodical analysis of crisis management as it is perceived. It focuses on the feedback of the actors in the crisis, both individually and collectively.
On-site visits, surveys, “Digital Temperature-taking” and anonymous interviews encourage employees to share their experiences.
The effectiveness of the messages, the documentation and the tools, as well as the implementation of the action plan, are thus scrutinized by the Retex.
The areas for improvement identified then give rise to an action plan to strengthen crisis management capacities.
Acting on the structural causes of the crisis
A strategic step, the end of the crisis is an opportunity for the company to undertake transformation. This helps organizations draw strength from their previous weaknesses. The Retex makes it possible to refine the risk analysis and the mapping of the stakeholders, ready for any future incidents. Feedback on the relevance of messages and the effectiveness of the organization is also a source of resilience for the organization.
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