Have you updated your crisis comms plan in response to the massive political shifts that are taking place right now? Where do you even begin? Everything is moving so fast that it’s difficult to keep up, right? Last July, Labour swept to victory; ten months later, Reform UK is taking local government seats. One day there are tariffs that are going to upend the global economy, by the next there aren’t. Yesterday, America was our ally. Today, well… who knows…
If you are anxious about the state of the world and how it will impact the work you do and the people you serve, know that you are not alone. Here at Agenda, we’ve been thinking a lot about the challenges ahead, how to prepare for them and – importantly – how to turn them into opportunities.
War, wild weather, cyber-attacks, creeping authoritarianism, political tantrums, algorithm roulette, and democracy-wrecking disinfo – any of these can end your funding, operations or legal status overnight. Some already have – just ask the folks at USAID.
If we are to thrive not just survive in times like these, we need to PIN it. PIN stands for preparation, insight and networks, which are three core elements of a crisis comms plan that all good comms people need to have in place.
Preparation: We can’t predict the future, but we can make a good guess. Planning for the worst and hoping for the best helps teams face what may – or may not – be around the corner.
We recently helped an international charity write a crisis comms plan covering everything from standard governance, management and reputational risks to more complex scenarios: sudden policy shifts, loss of access to communities, accusations of bias in a politicised environment, and external threats such as a hostile government taking power in a key country.
These situations can be high stakes and emotionally charged – thinking them through in advance, assigning roles so people know who does what and when, and prepping holding statements can help you respond to risks with calm, clarity and impact.
Insight: Knowledge is power. The more you know, the fewer nasty surprises – and the better your response. You’ll also spot what you don’t know and where the gaps are, which is important information for recruitment and supplier decisions.
For example, have you thought about how UK local elections might shape public attitudes to your work? Do we understand the psychology behind propaganda – and how to counter it? How should we respond to physical and verbal attacks on our teams? And how can we challenge far-right tactics without fuelling their fire?
Luckily for you, we’ve got the answers to these questions and much more at Changing hearts and minds on 4 June. See the programme for more info
Networks: Insights matter, but in a crisis, they can only carry you so far. Often, it’s who you know that really counts. Whether it’s high-profile influencers to defend your reputation, journalists to shape your story or sector colleagues to provide strength in numbers, who you know and can count on is essential.
This is why the afternoon breakout groups at our Changing hearts and minds event have been designed specifically to help you build your network, learn from peers and find future collaborators.
Keeping up with the world can feel impossible. Knowing how to respond is just as hard. But finding help is easy. Stick a PIN in your crisis comms plan and come join us on 4 June. Last year’s participants were brilliant and, looking at this year’s guest list of leading charities and trade unions, it’s shaping up for more of the same. Together, we’ll listen, learn and share. And, in the spirit of all good crisis management, enjoy a lovely cup of tea while we’re at it.
