By Robin Kolvek
It is hard to believe that six months have passed since United Airlines came under fire for dragging a passenger off a flight. The CEO, Oscar Munoz, famously made a bad situation worse when he failed to issue a sincere apology to the passenger in a timely manner. Consumer perception of the airline fell to a 10-year low.
Organizational crises, or unexpected events that have the potential to harm companies, employees and/or stakeholders, come in many forms – the United incident is only one example.
The United debacle, and more recently the Equifax hack, underscores the necessity of strong leadership during stressful situations. The leader is the first person constituents look to when things go awry, and he or she charts the course for the response. Scenarios in which the reputation of your organization is at stake must be navigated carefully.
Here are several ways in which you can lead your credit union through a crisis, should something disruptive occur:
Assemble a team of key employees, stakeholders and consultants.
Ideally you should already have a team in place that is ready to mobilize should something bad happen. Employees at the executive level, human resources and other internal stakeholders should be appointed to a response team designated to deal with potential crises. Everyone on this team should be aware of their role should a crisis occur, as well as what to say and whom to contact for help outside of the organization if necessary.
Designate One Person to Speak on Behalf of the Credit Union/Company
Mixed messages during a crisis only makes the situation worse. Someone from the credit union’s leadership team should be the designated spokesperson to employees, stakeholders and outsideparties, such as media.A clear message from a single source will ensure lines of communication are not crossed.
Speak Honestly and Openly, But Avoid Speculation
Addressing your constituents in a timely manner is critical.It is important to be transparent about what occurred at your credit union, but you only need to state the known facts and how any issues are being addressed. Making speculations only adds fuel to the fire of negative attention and anxiety.
Model Appropriate Behavior
This advice holds true at all times for leadership, but it especially is critical in times of crisis. Becoming angry, panicked or emotional will not serve your employees and stakeholders. It’s essential that as a leader, you stay strong and supportive of others. Listen to concerned employees and customers with empathy and respect. Staying in control and keeping calm will help others to do so as well.
Look at the Big Picture
Don’t lose sight of your credit union’s mission. Keep lines of communication open with employees so you can anticipate challenges that are likely to arise. Crises don’t just occur in a vacuum – there typically are cascading effects which must be managed thoughtfully and responsibly.
No credit union wants to experience a crisis. Although you can prepare for certain challenges, crises can still happen at any time. It is best to have a plan in place for potential issues so you can address them appropriately, mitigate damages and ensure smooth sailing into the future.
Robin Kolvek is CEO at EPL, Inc. For info: www.eplinc.com