Strong Offense Is Best Defense

Waiting until a crisis is too late to build important relationships. The right game plan now ensures a better chance of survival later.

How many times have you heard an NFL coach say, "We just needed to control the ball more." Or an NHL coach say, "We just didn't get enough shots on goal." Those comments are based on a strategy of having a strong enough offense that the team doesn't have to overwork the defense.

It's the same in business. Putting a strong emphasis on offense can help keep you from a totally defensive posture where you don't have control of the ball.

So, what does that look like? Much of your offense is in relationships - relationships with employees, media, customers, opinion leaders, shareholders, peers, etc.

Generally, there are three key audiences who are the most important for a crisis that could occur tomorrow or five years from now: employees, media, and opinion leaders. These three audiences will have the greatest say in how well your company navigates a crisis. A few thoughts on each:

Employees

If you're not communicating regularly with employees now, how will you connect with them in crisis? And that's more than a logistics question (though that is part of the question). Why would your employees believe you in the midst of crisis if it's the first time they've heard from you in 10 years? Your credibility will be zero if you haven't established a rapport and trust with employees over a sustained period of regular dialogue and two-way communication. A lack of credibility automatically puts you on defense when you're trying to make your way through a crisis. And don't forget, employees want to hear from their immediate manager, not HR or a faceless "Corporate Communications."

Media

Have you built a relationship that gives the media reason to trust you? Or distrust you? Do you even have a relationship? When is the last time you talked with a key reporter without pitching them something? Two things happen when you build a good working relationship with media outside a crisis:

• You increase the likelihood that reporters will give you the benefit of the doubt in bad times. This doesn't mean they will write the story the way you want it. It does mean that if you ask for an extra hour to gather more facts before interviewing with them, they will be more likely to acquiesce without thinking you're just stonewalling.
• If you've earned trust with the media, it's also more likely you'll get an opportunity to give them your side of the story first. It's not uncommon when a crisis strikes, especially a legal one, that a reporter has the story written and then calls you just to get a quote. Wouldn't you rather be that reporter's first call than his last?

Opinion leaders

These are the people who influence everyone else's opinion. Some are your customers, some are friends, some are people you hopefully work within the community, and some are political leaders. Having good relationships with opinion leaders breeds empathy rather than distrust and earns you the benefit of the doubt. Now when a reporter calls an opinion leader to comment on your crisis, you've got a fighting chance that the comments won't condemn you and your company. And the water cooler and cocktail party chatter about your situation isn't likely to carry the same negative overtones as it would if you have no relationships with these folks.

You can never guarantee that people will think you're a great CEO or a great company when you're in crisis. Building strong, ongoing relationships with key audiences will go a long way toward people giving you a chance to tell your side of the story - or even be willing to help you - when crisis hits. You're too late if you wait until you're in the midst of the crisis to start building important relationships.