How to Survive a Crisis Like a Pro – Nonprofit News

When Joichi Ito, former head of the Massachusetts Institute of Technology (MIT) Media Lab, met Jeffrey Epstein at a conference in 2013, it turned out that he wanted to fund the lab and Ito’s fund to support startups. This led to investment.

This seemingly windfall would ultimately become one of the most threatening image crises in MIT’s history.

Epstein’s ties to the university came to the forefront in 2019 when he was arrested on charges of sex trafficking and sex crimes involving minors. Ito resigned just a few months later, the first of several tactics used by MIT leadership to restore public confidence in the university.

This crisis posed a serious threat to MIT and required a multipronged approach. Both Ito and then-MIT President L. Rafael Rief issued public statements apologizing and pledging how to make amends. MIT leadership hired a law firm to investigate the full extent of the university’s relationship with Epstein and made its findings public. Our donor policies have been reviewed and amended to increase transparency and ensure proper vetting of future donors and their funds. Assistance was provided to those affected by this crisis within the MIT community. Finally, the university allocated $850,000 of Epstein’s total gift to nonprofit organizations that support survivors of sexual abuse and exploitation.

Crisis preparedness is within the reach of even small nonprofits, and the best time to start responding to a crisis is before it hits.

Such a comprehensive response demonstrates the importance of preparedness, transparency, commitment and delivery, principles that all organizations should incorporate into their crisis management strategies.

But nonprofits are organizations with unique vulnerabilities to crises, and even manageable problems can become serious threats when there is little or no investment in crisis planning. .

Critical Vulnerability of Nonprofit Organizations

Nonprofit organizations can face image crises like other private sector organizations, but they are particularly vulnerable for several important reasons. Mission-based work attracts intense scrutiny and requires transparency. The typical nonprofit model relies heavily on donor funding, so vetting donors is essential. However, the review process can mean denying important funding and can pose ethical dilemmas.

Fortunately, crisis preparedness is within the reach of even small nonprofits, and the best time to start responding to a crisis is before it occurs. is. To protect your image and relationships, it’s important to have a well-thought-out and tested crisis communication strategy.

Molly McPherson, a public relations expert known for her crisis management framework that guides businesses and organizations through repairing and restoring trust, breaks down crisis management into three steps. These are “take responsibility,” “explain,” and “promise.”

This three-step framework provides a clear path to restoring an organization’s reputation during and after a crisis.

“Focus on our promise to identify opportunities in crisis,” McPherson said in a recent TikTok post. “Every crisis has an opportunity.”

The opportunity can be an opportunity for nonprofits to redefine themselves or strengthen their mission.

Create a plan now

A crisis also has three stages: before, during, and after. The ideal time to start creating a crisis communication plan is before a crisis occurs, when the situation is calm (also known as the clear-air stage).

To do this, start by defining what a crisis is for your organization. Because each organization has its own communication ecosystem. Planning requires a decision matrix that identifies potential risks, helps teams understand what to do in different scenarios, and allows them to act quickly.

One of the most common mistakes organizations make when faced with a crisis is to react too late.

You should also outline multiple communication channels for team members responsible for managing the crisis at different levels and a range of options for reaching different stakeholders.

Most importantly, all good planning helps organizations develop SMART readiness.

The smart response is:

Authentic: Use an authentic voice and tone. Be meaningful: Be transparent without oversharing. Communicate the steps your organization is taking and future steps to restore trust and repair relationships. Appropriate: Be responsible and don’t blame others. Be there for a reason: Show empathy and avoid getting angry or defensive. Timely: Issue a statement of concern during prime time, that is, within an hour of the beginning of the crisis.

Once your plan is complete, test it with your team using mock crisis exercises to shore up your weaknesses.

A simulated crisis where your team practices how to execute a plan is a great way to prepare for a real-life situation. This training develops muscle memory and helps the team be agile, and such preparation increases the likelihood of rebounding quickly.

How to respond quickly and effectively

Even when the situation is unclear, it is appropriate to deploy a SMART response. One of the most common mistakes organizations make when faced with a crisis is to react too late. Delays can quickly escalate the situation, but well-crafted and timely statements are the key to controlling the narrative.

One sign that the crisis is fading is when engagement returns to pre-crisis levels.

Identify spokespeople who are good at staying calm under pressure, avoiding speculation, and reinforcing the organization’s values. Media training is a valuable investment in developing these skills. Also, be careful not to overpromise or perpetuate misinformation. These steps are important to maintain reliability.

Leverage all communication channels and send consistent messages across all communication channels. To ensure your stakeholders understand your position wherever they look, you need to deliver a consistent message across social media, email newsletters, websites, and press releases.

When will the crisis end?

Every crisis is different, but every crisis will benefit from hourly monitoring and analysis and will diminish as the situation stabilizes. The crisis response team may require daily stand-up meetings until the crisis is resolved.

One sign that the crisis is fading is when engagement returns to pre-crisis levels. Observe social platforms, website traffic, media coverage, inquiries, and stakeholder sentiment to understand when the crisis subsides.

Crises can be stressful and difficult to overcome, but each crisis is an opportunity for organizations to demonstrate resilience, strengthen their mission, and deepen trust with their communities.

A well-crafted crisis communications plan is within the reach of all nonprofits, and being proactive is the first step. Start by downloading our free crisis communication resources and draft a plan that provides a roadmap to getting through the crisis. PR platform Cision offers a crisis communication toolkit, and its nonprofit risk management center has resources such as “Communicating in Times of Crisis” and Conducting Risk Assessments.

Once you create your plan, test it with your trusted team. With preparation, practice, and the right tools, any organization can face a crisis with clarity and confidence and emerge stronger.