Managing the unexpected. (Work Trends).

In recent months we've experienced the horror of previously unimagined disasters. It has brought forth the painful realization that preparing for the unexpected is an essential strategic initiative for all organizations. Whether it is a physical disaster or an especially bad earnings release, bank marketers need to be prepared to respond internally to staff and externally to the public. Bad news travels like wildfire. When the bad news is a crisis, it can burn for months or even years.

Crisis management may be housed in any number of departments in your organization. If another area is responsible for it, you need to have a marketing department liaison assigned to any crisis task force. Even if you are a department in a larger bank that has a public or investor relations department that deals with investors and analysts, you are still emissaries of the bank.

A smaller bank, on the other hand, may not have a designated crisis planning area. In this case, pull together a crisis management team and create a plan. No bank is too small to risk being unprepared. A small bank may be at even greater risk if disaster strikes.

The importance of communication

Robin Cohn, crisis management consultant and author of the "PR Crisis Bible," emphasizes the importance of sound communication in effective crisis planning. She recommends that you take time in advance to brainstorm at least five "worst case" scenarios. Go beyond the obvious examples of major accidents or fire, Cohn says. Think about how you would deal with a violent employee or a lawsuit, for example.

Your team should work through detailed action plans of how you would handle each scenario. Importantly, assign people to handle various tasks in advance. Don't forget to assign backups in case any of the designated people are away when the crisis occurs. Importantly, Cohn reminds us to review this plan periodically to assess its current viability.

How do you protect your marketing initiatives? Even if your computers are backed up regularly by your IT department, it is a good idea to take backup rapes and print copies of your projects to a secure off-site location. This could be as simple a strategy as keeping copies at your home. If you don't do this, your work and your department are at risk in the event of a crisis. Your department will also be wise to create its own contingency planning manual that is consistent with the overall bank plan. Keep a copy of this off-site as well.

People: your biggest asset

It is also important to think about your internal human capital needs. Crises have an impact on everyone in an organization. Morale drops precipitously and fears rise to the surface. It is essential that bank management establish a clear channel of communication to proactively advise the staff regularly. They live in the community and are de facto representing the bank when they talk to their family and friends.

What will happen if a tragedy results in the unexpected loss of a significant number of employees? That scenario creates enormous stress on your organization. Your bank needs to become nimble and to quickly reassign responsibilities for the short term. Unlikely or uncomfortable as it may be, one of your scenarios may be how to replace a number of people in the aftermath of a tragedy.

Your bank's biggest asset is its people. When you take time to create a solid crisis strategy in preparation for a tragic event, you are protecting your people. When effectively executed and communicated, it can accomplish a number of things ranging from assuaging fears to dispelling rumors to staying operational. This is an opportunity for leadership from bank marketers. While you may never need to execute your plan, you can be assured knowing that you're prepared to manage the unexpected.

Lisa Aldisert is a management consultant, professional speaker and author specializing in strategic planning and performance management.