Citation

Reynolds BJ. J. Bus. Contin. Emer. Plan. 2010; 4(3): 262-273.

Copyright

(Copyright © 2010, Henry Stewart Publications)

DOI

unavailable

PMID

20826389

Abstract

Leadership during a crisis that involves the physical safety and emotional or financial wellbeing of those being led offers an intense environment that may not allow for on-the-job training. One of the challenges faced by crisis leaders is to communicate effectively the courses of action needed to allow for a reduction of harm to individuals and the ultimate restoration of the group, organisation or community. The six principles of crisis and emergency risk communication (CERC) give leaders tools to navigate the harsh realities of speaking to employees, media, partners and stakeholders during an intense crisis. CERC also helps leaders to avoid the five most common communication mistakes during crises. Much of the harmful individual and group behaviour predicted in a profound crisis can be mitigated with effective crisis and emergency risk communication. A leader must anticipate what mental stresses followers will be experiencing and apply appropriate communication strategies to attempt to manage these stresses among staff or the public and preserve or repair the organisation's reputation. In an emergency, the right message at the right time is a 'resource multiplier' - it helps leaders to get their job done.

Language: en