Crisis Communication in Aviation: How Preparedness Will Avoid Negative Stakeholder Perception

In any industry, prevention beats reaction. But especially in an industry where accidents get so much media coverage and seeks immediate responses even when causes are yet to be known, prevention is key for controlling the message in the press and, more importantly, the stakeholder’s perception. Prevention comes in the form of a crisis communications plan, which is part of a much larger structure that aims to pursue business continuity despite the disaster.

The timing and the control of the message of a crisis communication plan in aviation works differently than, say, the electric power industry, where the causes and extent of a power outage can be determined in just hours, without the initial surveillance of the authority. The power company can communicate immediately in order to control uncertainty as soon as possible. In the case of aviation, the local authority will control the message from the beginning, and the affected airline will have to provide basic information to start assembling the pieces of the puzzle. This initial process can take several hours, especially when the accident occurs thousands of miles away from home base.

Once the accident and information are partially confirmed, the airline can start controlling its own message and, as a result, the press anxiety, but always alongside the authority’s observing eye. As the hours go by, the information becomes clearer and the periodicity of the communication begins to flow. The first press release comes out and gets published on social media and then updated versions are shared throughout. This information helps to reduce uncertainty, control the message and stakeholder perception and shelter short term image and long-term reputation. How a company performs its crisis communications plan might make or break its future.

This is something that we have accounted for at Aerocardal, Chile’s largest private jet operator, right from our beginnings in 1991, especially considering the potential media interest that our clients would generate, from celebrities to top company executives. The organization is 100% aligned with authorities and have an exhaustive crisis plan; from communications to business continuity and disaster response.

Step by step process

There are three rules to crisis communication: say it now, say it all, say it yourself. If you take too long, then speculation kicks in, the press controls the message and you don’t longer manage the flow of information. Crisis communication is a plan and therefore has prearranged actions for all people involved, from top management to personnel helping with family relief. The CEO, the firm’s spokesperson, needs to buy into the process and be committed with the cause. Here is where us, PR and communication professionals, play a major role; preparing top executives to deliver a sound message and with a very honest tone. Candor can go a long way in captivating the audience’s attention and sympathy.       

That preparation must continue by determining the following steps:

• Establishing the gathering point
• Identifying your crisis team
• Updating key media contacts
• Creating crisis scenarios that adapt to your company
• Assigning other spokesperson to back up the CEO 
• Performing media training for potential spokespersons
• Arranging a landline and mobile emergency numbers
• Determining the communication channels
• Establishing monitoring channels/softwares
• Stating the ideal publishing periodicity (regardless authority) of each channel
• Allocating roles and training for other key staff (contact center and family relief)

Although there are best practices, each company and industry have different needs when a crisis strikes. The previous serves as a checklist during this situation, with the aim to save precious time by determining the best way to go in the midst if disaster. If a crisis communications strategy is mishandled, the impact in corporate reputation will result in financial loss, as many cases throughout the past decade have demonstrated. After the crisis has ended, there must be an analysis of learned lessons and what was done right and what can be corrected for the future, as well as determining the real perception of stakeholders, which will sum up how your crisis communication team performed.

Remember, it can always get worse and there’s no company free from a crisis. Preparedness is the only recipe for success.

Felipe Reisch is the Communications Manager for Aerocardal.