Regardless of what form the H5N1 virus takes – whether it continues to be a limited threat or makes the jump to a global pandemic – the hard lessons learned from previous crises apply today to private and public sector actors alike: Plan for the worst and hope it never happens. As crisis situations from the Exxon Valdez oil spill and the Bhopal Union Carbide plant explosion to the recent Sago mine disaster have taught us, a company’s reputation can be quickly defined by a cascade of events that unfold in a matter of minutes.

Unfortunately, corporate managers often fail to appreciate the complexities and nuances of crisis communications until they find themselves thrown into the middle of it out of necessity. At this point, they may well be handling a critical function without experience, practice, internal infrastructure, and even internal support. The financial costs of preparation – at which managers often balk – pale compared to the cost in lost business and reputation that their company may suffer as a result.

A good crisis communications strategy centers on knowing risks and exposures well ahead of time. It is pre-emptive reputation management. Once the media and rumor whirlpool start, there is no turning back; your stakeholders will be immediately affected. Those who are prepared if and when avian flu hits U.S. shores will have a tremendous advantage over competitors in maintaining the trust and confidence of customers, suppliers, employees and others.

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