Scott Sobel, M.A. Media Psychology, Senior Strategy and Communications Executive, kglobal

President Trump’s firing of former FBI Director James Comey may have thrust our entire governmental process into a crucible of judgment that will further define his presidency and our republic.Leaders sometimes must make the best of a seemingly impossible situation that impacts the very definition of their institutions and the people behind them. Failing to do so can be fatal.Whatever is going on inside the Trump White House, a true crisis communications program is now called for. This seems like a good time to examine the most important structural elements that apply.1)  First, create a Vulnerability/Probability grid to help you determine what to do next, what fires will kill you or just burn you. Think about survivability and understand that under some circumstances, mitigation is a win. Generally, you don’t win in a crisis; instead, you manage it for minimal damage to your institution and its brand.2)  Another essential element is the choice of the right spokesperson(s) and mediums to deliver immediate messages that the entity in crisis is still in control and there is no threat to continuing business. Find credible and seemingly object third-party testimonials to support your position. A strategy based almost solely on Twitter, powerful as it may be, isn’t likely to withstand the pressure.3)  Understand the importance of communicating through all kinds of media, remembering the vital implications of social and traditional media:

• Speak with one voice and avoid contradictory comments.
• Do not make unauthorized or unrealistic promises.
• Show commitment and empathy.
• Emphasize what is being done to solve the problem.
• Neutralize rumors immediately.
• Provide timely updates.

4)  Buy time. It’s vital that an institution and leadership not make rash judgments and decisions based on incomplete or rapidly changing information. Actions must be taken that doesn’t back you into a corner. Minimize self-inflicted wounds.5)  Behind the scenes communication is as important as public communication. Key stakeholders must have personal assurance that all will be well and must be told what happened, why it happened and what will be done next. Customers or political allies need to be comforted and reassured.6)  Internal communication with staff and employees is also crucial. Your insiders can be your best ambassadors and will keep your business going. Ignoring your internal resources and you are dead and that kind of misstep will empower a resistance that will work to make the crisis worse.7)  There must be constant and swift communication between all levels of your institution as the crisis unfolds. Indecision because of lack of communication is a killer. Have constant reviews of your situation and estimate how that situation may change.8)  Transparency. Make sure leadership and advisors know about all circumstances that led to the crisis and what important issues remain so leadership can get the best advice. If that doesn’t happen, remember another cliché, garbage in – garbage out.9)  Determine outside counsel who will tell the emperor when he is naked. It is essential that your decision-makers are not only surrounded by “yes men.”10)  Create a priority list. What actions should be done immediately and then next? You need a short-term, mid-term and long-term plan. What is your end game and what are your most important goals?11)  Under guidance from outside counselors, objectively figure out what position you are in as you manage the crisis. Are you a victim, villain or vindicator? All your messaging and actions must reinforce that you are in control, will keep business going and what you are doing is in the best interest of stakeholders. Regardless of the circumstances, you, of course, don’t want to universally be seen as a villain. You do not want to be seen as placing personal interests above the interests of your stakeholders and constituents.12)  When you are light on preparation, you need to put all your attention toward response and recovery. An absolute primary message under all circumstance is that your leadership knows, absolutely knows, what caused the crisis and leadership is in control so there won’t be a repeat of the crisis.If you can’t convince your stakeholders that there will be a continuation of business and operation, there will be a cascading crisis. If that happens, you have lost credibility and your stock will plummet. Your stakeholders and constituents will look for other options to replace you and you will be caught in a self-fulfilling prophecy of failure. [author]About the Author: Scott Sobel is Senior Strategy and Communications Executive at kglobal, a Washington, DC-based full-service communications firm that influences public policy, increases market share + builds awareness for our commercial and federal clients. He counsels some of the world’s best-known aviation corporations and is also a former in-house corporate public relations practitioner; major market and TV network police and investigative journalist and a media psychologist. Scott.Sobel@kglobal.com; www.kglobal.com [/author]