If you weren't prepared before, it's not too late! Some tips on getting prepared for what lies ahead during the COVID-19 pandemic.
Sharing this month's most popular content and crisis management insights you won't want to miss out on.
Volume XXI | April 20, 2020
Just a Thought...
"Luck is what happens when preparation meets opportunity. "
— Seneca, Roman Philosopher
From the Editor
Preparing DURING The Pandemic
So you didn't have a pandemic plan, or what you thought was a pandemic plan turned out to be more of a 'serious-but-quick outbreak' plan rather than something addressing the lengthy battle that the fight against COVID-19 has turned out to be. And of course now that the pandemic is in full swing it's too late to do put together a plan that will prevent additional impact and see you work through the stages that will lead back to business as usual...right?
If this sounds like your thought process right now, it's time to change things up.
Whether you were prepared in advance or not (and let's face it, VERY few were truly prepared for this type of crisis), it's not too late to make moves that will help save your business, protect your employees, and ensure you can deliver whatever your product may be while science works to defeat the virus itself. If you don't have a plan that addresses what you're doing now, that includes a list of predictable upcoming events and what you'll do to handle them, and which includes specifics of when and how you'll stay in communication with important audiences both internal and external, it needs to be a top priority. There's no sugarcoating that advice. If you do not plan then you are preparing to fail, period.
Information is power, and the good news is that we have significantly more data on what COVID-19 is, how it spreads, what the impact is on our bodies, and even expert models on timelines for future big steps like safely lifting stay at home orders. We also have the benefit of living in an age where technology makes it possible to collaborate at a distance, communicate from the comfort of our homes, and in many cases help customers or clients with minimal or no physical interaction. It's normal to feel overwhelmed at a time like this, but believe me when I say that putting together a plan - even an informal one - will help give you a real sense of control you may otherwise be lacking, motivate yourself, encourage your employees, and most importantly help ensure your organization is still around when we come out on the other side of this pandemic.
5 Reasons To Call A Crisis Management Consultant Today
While we'll always preach that crisis management should be a part of day-to-day business, we also know the reality is that not everyone has the capacity or capability to truly make it a priority every day.
Problem it, this thinking can easily lead you into the trap of thinking you're prioritizing more important things while ignoring issues that truly could cause a crisis situation. If you're not sure which you're really doing, check this list of reasons to call a crisis management consultant today and see if you find any matches.[Read More]
COVID-19: Preventing and responding to system flaws
The obvious impact of COVID-19 is the disease itself, but we're now seeing secondary issues spreading throughout organizations even when nobody there is infected.
The most common cause of these issues are system flaws now being exposed due to heavy use of usually-quiet systems — overwhelmed customer service lines, crashing websites, and simple lack of sufficient staffing options are resulting in lost money and upset customers. How do you prevent and respond to system flaws? [Read More]
Want to Learn More About Crisis Management Services? Our Experts Are Ready To Help
We offer a free no-obligation consultation to anyone who would like to discuss their needs or learn more about how BCM's four phases of crisis management - planning, training, simulation and response - can better protect their organization in a world where the outrage machine makes headlines every day.
Bernstein Crisis Management is a specialized firm dedicated, since January 1994, to providing rapid, highly effective strategies for preventing and managing crisis situations that harm people, property, business continuity, reputation and the financial bottom line. We guide our clients through every step of the crisis management process, from preparation to response, and are available 24/7 for assistance. Our more than 30 years of experience assisting clients worldwide makes us an absolute authority on preventing and responding to crisis situations.
Unlike most public relations firms that only offer crisis management as a side practice, we’re specialists.
By exclusively focusing on the full spectrum of services needed to prevent and/or mitigate crisis situations, we set ourselves apart from the competition. Company founder Jonathan Bernstein started the first international email newsletter on the topic of crisis management, which now reaches readers in 75 countries, and his article, “The 10 Steps of Crisis Communications” has received some 400,000 mentions online and has been reprinted in more than 20 languages. Our experts are also regular sources for popular media outlets such as The Wall Street Journal, Forbes, Entrepreneur, CNN, BBC and CGTN, and have been published in hundreds of articles.
To meet the Bernstein Crisis Management team, click here.
All information contained herein is obtained from sources believed to be accurate and reliable.
Because of the possibility of human and mechanical error as well as other factors, neither Jonathan Bernstein nor Erik Bernstein nor Bernstein Crisis Management is responsible for any errors or omissions. All information is provided "as is" without warranty of any kind. Bernstein Crisis Management and Jonathan Bernstein and Erik Bernstein make no representations and disclaim all express, implied, and statutory warranties of any kind to the user and/or any third party including, without limitation, warranties as to accuracy, timeliness, completeness, merchantability, or fitness for any particular purpose.
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