USA Law and Practice Contributed by: Jeff McAndrews, Megan Bouchier and Peter Gardner, FGS Global
table will be best equipped to adapt to what- ever unpredictable challenges a crisis may bring. Additionally, ensuring the group can work smoothly together requires training. Crisis teams should build muscle memory by acting out cri- sis scenarios and/or conducting regular lessons and exercises. 3.4 Crisis Management Team Define Flexible Roles for a Unified Crisis Response Team A strong crisis response team should consist of a diverse group of management members, sen- ior leaders from the legal and communications teams and external legal and communications advisors. The roles of each member of the com- mittee should be made clear so as to eliminate any confusion over responsibilities when a crisis strikes. However, that does not mean any mem- ber should operate independently. It is impera- tive that the group takes a holistic mindset and that every function, especially legal and com- munications, is completely integrated. Further, there should be no siloes between those who define the strategy and those who execute the plans, even if the team members responsible for execution are not part of the core crisis commit- tee. Regular communication, simulation training and a cohesive overall approach ensure that all aspects of the crisis are addressed efficiently and effectively. Effective Communication: The Cornerstone of Crisis Management During a crisis, the team should meet regularly to identify new developments, correct inaccu- racies, tailor messaging and plan for potential developments or new scenarios. Creating feed- back loops is paramount, as continuous interac- tion and collaboration help maintain a unified and informed response, enabling the team to adapt swiftly to evolving circumstances and maintain a
consistent and accurate narrative. To that point, communication among the crisis team and man- agement should not be limited to moments of crisis. Tabletop exercises, red teaming or internal and external qualitative analyses should be done at least quarterly to help the group stay vigilant and prepared. 3.5 External Advisory Maximising Success Through External Expertise There are many external experts that can be invaluable to crisis prevention and management. For example, cybersecurity firms like Mandiant and Kroll are often brought in to help investigate and mitigate data breaches and cyber-attacks. Of course, there are also the more traditional experts like legal counsel and communications firms whose insights are required to effective- ly handle a crisis from a legal, regulatory and stakeholder perspective. Any advisors should be able to bring on specialists in specific issue are- as such as digital reputation management, dark web monitoring or personnel security, which can prove critical in the event of these specific situ- ations. 3.6 Assessing Crisis Management Success No One-Size-Fits-All Approach to Success “Success” in the face of a crisis is not easily measured and looks different for every company. Still, some factors we might look at to evaluate a crisis response – and improve future planning – include the following. • Response time – the time required to acknowledge and respond to the crisis, and whether the preparation done in advance was as complete as possible. • Fundamental business impact – whether or not the company can return to regular busi-
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