The practical aspects involved in managing natural disasters: takeaways from a thought-provoking event

The impact of natural disasters and extreme weather patterns is rarely out of the news. Who can forget the haunting images of Hawaii’s landscape after fire ripped through it in 2023, the devastation caused by earthquakes in Haiti, Morocco, Syria and Turkey, hurricanes that sweep across the USA and Caribbean and – closer to home – increasingly prevalent drought, floods and mudslides? These examples are crises of huge scale and magnitude, which promote extraordinary challenges for crisis leaders and which require a very particular type of emergency response.

So how can you prepare? What are the best ways to act decisively and lead effectively through any disaster? What are the best ways for overcoming setbacks, developing teams and serving with integrity? What are the best ways to support and assist victims in the aftermath of natural disasters? How do effective communications preserve and save lives? 

Emergency response is a critical part of crisis management and on 28 May the Crisis Communications Network hosted a session dedicated entirely to the practical aspects involved in managing natural disasters. We were delighted to welcome three excellent speakers, all of whom are international leaders in crisis communication and disaster management:  Amanda Coleman, Ed Conley and Dan Stoneking.

So what did we learn?

• Preparation is key

Even when it comes to natural (as opposed to man-made) disasters, proper preparation is essential in managing and mitigating the worst impacts of crisis. As part of your preparations, don’t hesitate to ‘think the unthinkable’ and plan for a variety of reasonable worst-case scenarios and issues. For example, it’s not the case that climate related events, such as flooding and mudslides, only happen in far-off places: last month they happened in Yorkshire too. 

On 22 May 2024 the UK government launched its first national emergency preparedness website – Prepare –  which exhorts citizens to be informed, have a plan, prepare at home, talk to others and get emergency supplies. Regardless of whether you are an individual or an organisation, you can’t afford not to prepare, so make sure you always think ahead. Be prepared to step outside your bubble, learn from others, scan the horizon and keep up to date. Test and retest your plan to make sure it is going to work. 

• Strong, focused, ethical leadership is essential in a crisis

The best crisis leaders inspire others with their desire to serve and make a difference. They demonstrate passion, commitment and enthusiasm for the job: ‘those are the moments I was born for’, ‘this is the place I want to be’, ‘I need to make a difference right now’. They have a deep understanding of the tools, doctrines, laws and history of disaster management, and an ability to contextualise and to express what they are doing and why they are doing it. 

Crucially, they also understand the reasons underpinning both success and failure. Moreover, they are driven by a set of positive, ethical core values which they use to frame their decision making and to advise others: they always show up, talk straight, follow up, are committed to good communications and to team wellbeing. They are able to put aside their egos for the common good, and build trusted partnerships at all levels. Can you identify people like this in your organisation and what can be done to prepare them for crisis?

• Communicators can impact operational decisions and help to save lives during disaster

The key takeaway here is to always prioritise survivor-centric actions and messaging. Focus on what survivors need, both at an emotional and a practical level. Be sensitive to any cultural differences and ensure that both words and actions are culturally appropriate.  Don’t focus on soundbites in an attempt to save an organisation’s reputation because ultimately the organisation’s reputation will suffer if you do.

Don’t forget the importance of internal audiences too because the other way that communicators can save lives is to advise leaders on their decisions and help them connect the dots.

Images are powerful tools, which are often remembered long after words are forgotten. A good crisis communicator will learn when it’s right to focus on operational imperatives rather than messaging. As Dan succinctly put it “We must dig into our inner core and our humanity to do what is right rather than putting lipstick on a pig.”

• Effective strategic communicators

Communicators must have the moral courage to address their leaders and speak truth to power; they must endeavour to have a seat at the table before the crisis hits; they must add value, provide intelligent and well thought out advice, knowing when to speak and when not to. They should be integral to the strategic planning process and not exist in isolation.

• Building trust

Establishing and maintaining trust is critical to effective crisis communications. It is essential to ensure that the person delivering the message is trusted. Ideally you and your organisation will be the trusted source but don’t exclude credible external organisations if that is appropriate so it is worth identifying who these might be in advance.

Be prepared to step in really quickly. Make sure your equipment works. Are you confident that your messages can be delivered to the right people at the right time in the right place in the right language?

• Empathy, co-ordination and building relationships

Good relationships are the golden thread which run through emergency response: it’s all about people working with people and for people.  Effective disaster management relies upon co-ordination, co-operation and communication (the three Cs). Teamwork is an imperative but this can be put at risk if individuals are unable to put their egos aside. Empathy and emotional intelligence are skills that can be learnt and improved upon: they are indispensable aspects of effective disaster management.

• Cultivate your own adaptability and flexibility

No disaster evolves like you expect. Be nimble. Be prepared to adapt to changing circumstances and to adopt new ideas and plans on the ground.

The one thing you can never get back in a crisis is time

Huge thanks to all our speakers for all the phenomenal experiences they shared and for their amazing insights. It takes a very special sort of person to dedicate their life to the service of others. But in disaster situations where personal risks are so high and the magnitude of the loss and suffering all around are so overwhelming, it is fitting to pay tribute to the fortitude, sacrifice and courage of those who willingly and repeatedly give up their own freedoms and comforts to help others survive in the worst imaginable circumstances.

By Katherine Sykes Co-Chair, Crisis Communications Network