The mess this caused was entirely foreseeable. But I’d counted on the unlikelihood of this scenario as a reason not to address it.

Crisis strikes without warning, when emotions are high and decisions are hardest to make. Yet in the social sector, I’ve heard countless reasons from not-for-profits and charities for delaying a crisis preparedness plan: “We’re focused on service delivery,” “Our resources are stretched thin,” “We’re waiting for key staff to weigh in.” Plausible, yes – but devastating when a crisis actually hits.

Here’s the hard truth: a crisis preparedness plan allows decisions to be made rationally, before chaos strikes. It identifies risks, trigger points for escalating issues, and stakeholder communication strategies.

TO KNOW IF YOUR ORGANISATION IS READY FOR A CRISIS, ASK YOURSELF: 

• Do we have a risk matrix covering vulnerabilities, such as funding shortfalls, governance issues, or reputational risks?
• Are our stakeholder notification triggers and timelines clear – including when and how to inform the Board, donors, and beneficiaries?
• Is there a flowchart of who communicates with whom, and through which channels?
• Have we defined the roles of external consultants like legal or media advisors?
• Is there a chain of command for approving important communications like Board updates or donor statements?
• If the crisis involves leadership, do we have a plan for Board-led communications or interim management?

Another key factor? Familiarity among crisis team members. Simulations are invaluable for building this. The first run might be chaotic, but it will expose gaps and build confidence in your team’s ability to respond effectively. 

Taking the time to plan now is far less stressful than scrambling during a real crisis. It’s worth moving this to the top of your to-do list.

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