As CEO of ICCA, I’ve had a front-row seat to witness the resilience our global community displays in challenging times, but I’ve also observed the cost of being unprepared. The past few years have taken us on a crash course in the consequences of unexpected upheaval, and we must now take the lessons we’ve learned to build a new foundation for productivity and agility in the face of uncertain times.
A Strategic Necessity: Crisis Planning
Crisis management shouldn’t be a last resort, a hastily thought-out plan enacted only after a disaster or unexpected event. This kind of crucial planning must begin before a disruption even happens. A robust crisis response plan is a key asset that can determine the survival and credibility of an organisation during difficult times.
At minimum, a crisis plan should define the roles and responsibilities of key individuals, and it should outline communication protocols, identify risks, and include steps for immediate response and recovery. This kind of plan is more than a document — it’s a crisis preparedness toolkit that allows an organisation to respond in an effective way.
ICCA is continuously calibrating internal planning and processes to include crisis- management development by asking the question: What if the unexpected happens? Who takes the lead? How do we communicate with members? How do we continue to best serve our community?
One of the main ideas we have incorporated into our crisis planning is the concept of coordinated communication. For ICCA, this looks like empowering our regional teams to make decisions quickly, while ensuring that information is transmitted transparently across our organisation and with members. We’ve also defined ownership and authority for communications during times of uncertainty, which ensures our communications are clear, consistent, and trustworthy.
Creating a Culture of Resilience
Communications are critical, but effective crisis management also involves positioning the right people in the right roles. Associations need to build a culture in which flexibility, quick thinking, and resilience are held in high regard. This kind of atmosphere starts at the head of the organisation, but it must be carried on by every team member.
Training is also a crucial component when working on a crisis plan. Drills, simulations, and workshops should be held for all members of the organisation, not just for the C-Suite. Associations should invest in staff development that gives individuals the tools they need to handle the unexpected, make difficult decisions, and support each other when emotions are running high.
But resilience isn’t only about making the right decisions under pressure. Resilience is also about recovery — which is the most important part of keeping the continuity and voice of an organisation. After the “hot spot,” has passed, it’s necessary to take time to reflect, debrief, and dive deep into what went wrong — and what went right.
Constructive feedback allows teams of all sizes to think through challenges in a constructive way and build stronger foundations for possible challenges in the future.
It’s also key to remember that resilience extends to our members. At ICCA, this means offering resources, guidance, and platforms for support.
Communication: A Lifeline in Times of Turmoil
Communication in times of crisis is the thread that truly holds any organisation together. The speed, accuracy, and tone of messaging can make a huge difference to the outcome of any uncertain situation. Silence or confusion can heighten uncertainty, which is why transparency is the key to strengthening credibility.
ICCA places a high premium on member engagement through our events and digital communications. When geopolitical upheaval or uncertainty occurs, our ability to connect becomes essential. We understand that real communication is not only about telling, it’s also about listening — it’s an opportunity to hear from the community, understand their concerns, and help everyone respond effectively.
Agility, Flexibility, & Transparency
Associations must move toward agility in times of uncertainty rather than holding fast to norms or “the way we always do it.” The meetings community is deft at turning on a dime and changing course; it’s key to use this mindset to stay flexible and transparent in times of crisis. Decisions must often be made with incomplete information, and what matters in these moments is acting decisively and quickly but allowing the space to change course as new information becomes available.
A resilient, well-organised and well-informed team with an adaptable structure is important, as teams with rigid hierarchical structures can struggle to respond. Those with collaborative cultures and cross-functional teams are better positioned to react in a prompt and effective manner.
Turning Crisis into a Catalyst for Positive Change
While crisis oftentimes brings hardship and uncertainty, it can also create key opportunities to grow and evolve. Sometimes it’s the difficult moments that give us the insight to innovate and become more resilient. In order to create positive change from a negative situation, it’s crucial to rethink outdated models, embrace technology, and listen to members to figure out their needs.
The Covid-19 pandemic taught us many things, but one of them was the need for adaptability. Out of the chaos came a new wave of innovation, including digital learning platforms, new revenue streams, and the agility to connect with one another in new ways. In short, crisis can turn into a catalyst if organisations are prepared to learn, adapt, and lead in new, bold ways.
At ICCA, we are committed to helping our members and the association community build resilience that lasts — even in times of turmoil and global unrest. In an unpredictable world, those who are able to weather the storm are the ones who will adapt, evolve, and lead with purpose.