Ready for a crisis when it appears?
Often when we think of a social media strategy, we think of marketing. Create a plan, make a content calendar, and build campaigns. But organizations also need a strategy to respond to a crisis using social media (SM) and ones that emerge in SM.
Many organizations and boards use an Enterprise Risk Management (ERM) approach for dealing with a crisis. But that ERM was probably overseen by an audit committee or some group other than a social media team. In fact, the SM team might not even be in-house. The traditional ERM might have originally considered things like disaster recovery (fire, flood, hurricanes) and had its purview expanded to oversee things like cyber readiness. A well prepared organization’s risk mitigation should also have pre-reviewed SM responses ready.
Betsy Atkins, writing in Forbes, suggests that you prepare for your ten most likely risks. Having prepared such strategies and taught students to do so, I know that though there may be some industry typical risks that are obvious, you really need a list customized to your organization.
For example, Atkins suggests that for a restaurant, those risks might include a wide range from food poisoning, to a #metoo issue, or a breach of customer info, to an armed attack/active shooter.
She notes that the difference between Starbucks’ speedy response on an alleged racial bias issue contrasts poorly with the poor responses by United Airlines concerning passenger abuse removal scandal followed by a puppy suffocation death.
In a time when customers are more likely to tweet their anger with your organization or post a bad review, you need to respond very quickly and as proactively as possible. I was a MoviePass customer and I saw many complaints on social media about service and all received the same boilerplate “contact us privately” kind of response. I knew they were in trouble. Beyond the person who posted their complaint, there were many more readers of it who had the same issue or would have in the future and they saw that the company was avoiding any public response.
Is there any crossover between the marketing side of SM and the risk management side? There should be. Since I work frequently in higher education, I was interested in an article about how George Washington University is using campus influencers to market for them. Using students, alums, campus leaders is not unique, though much of what you see online is probably accidental rather than intentional marketing. These participants received a package of GW “swag” and were asked to post about GW at least three times a month using the hashtag #GWAmbassador and attend at least two events at GW (tickets provided) each semester if they live in the D.C. area.
The article was vague on details but said that “officials” would provide these ambassadors with “expectations” about how to promote the given material. I hope those expectations are carefully worded and thorough in their coverage since you have designated these people as ad-hoc members of the marketing team. Are they disclosing that they were given the ticket to the event they are posting about? If they wear their GW hat and sweatshirt at a gun control rally and post a photo without the official hashtag are they still representing the university at some level?
The campaign sounds okay, and the few examples I saw in Twitter seemed innocent enough. Are they ready to respond to a crisis emerging from it?