CorpComms Magazine

There are many lessons for team BP and others from the Deepwater Horizon disaster. 

From a communications perspective, five stand out. They have a common theme: defining the situation, so it is not defined by others. To be successful requires a knitting together of a compelling narrative and influential alliance of advocates.

When disaster strikes, it is not just a test for crisis management. It is an opportunity for leadership. This is the first lesson that needs to be learned. In other words, you define corporate values and reputation by making a virtue of the situation.

Lesson two, taking responsibility. Legal complexities always abound, but it is critical to the reputation of the company that they are seen to be taking responsibility. Any attempt to distance a business from 'the scene of the crime' as a tactic rarely works. It is usually counterproductive, as the story becomes about what the company is not taking responsibility for.

In such emergencies, think local, as it is the local market and media that will define success. This is lesson three. And in this case it stretched from the local fishing community to the White House. 

President Obama was quick to spot the need to be seen to be involved and visible, thus learning the lessons from the failings of the Bush White House's response or lack thereof to the New Orleans disaster. Hayward and co were notable for their absence, leaving the 24 hour news channels to carry local reaction minus BP.

A separate, but closely related, point is the need to manage media interest in a sensitive, timely and efficient manner. Such is the level of demand that this may require new advisers and support staff. Hire local, is the fourth lesson. The logic is compelling and overwhelming in a sophisticated market such as the US. If flying in an army of pin-striped Brits is the answer, you're probably asking the wrong question.

Fifth, tone and language. The best strategies can be undermined if spokespeople do not 'feel the pain' of their local audience. This is where language and authentic displays of empathy become critical to dispelling cynicism and building local support.

Finally, the lesson that pervades these points and any similar situations is the need to manage expectations. This is as much an internal communications and management point, as external. In that if the 'ops' team is passing optimistic scenarios to the board, they will not be best placed to manage the demand for information and accurately set expectations. Moreover, from institutional shareholders to stall holders, they need to know how the business will recover both the situation and as a company, which is all about setting expectations.

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