Crisis? What Crisis? Dealing with the unexpected in healthtech

In the healthcare technology sector, problems are pretty much inevitable.

You’re dealing with first-of-type systems, and nothing fully prepares you for the go live. You’re dependent on third-party technologies, interfaces, and data that are beyond your control. Then there’s cyber-attacks.

So, what can you do about it?

It’s a high stakes game.

Healthcare technology is “mission critical”. At best, problems mean delays and extra work. At worst, they mean clinical risk.

The dangers are clear. Product rejection, reputational damage, and ultimately business failure. Worse is the ultimate impact on customers and patients.

You can’t hide.

Everyone is interested in healthcare, and everyone has an opinion. Commentators are looking for something to fill column inches and schadenfreude makes a good story.

Saying nothing isn’t an option. If you don’t comment, someone else will, and news travels fast.

Plan and prepare.

Obvious, but surprisingly few people get round to it. When you’re focused on making healthcare better, you don’t worry about making it worse.

Keep a register of risks and monitor them constantly. Asking the question, “what could possibly go wrong”, is a fundamental skill for senior leadership.

Identify your crisis lead and give them the time to draw up a plan. Know who will handle communication and make sure they’re trained.

Build relationships with people who have influence. This could be journalists, policy makers, or customers. Having credit in the reputation bank means you have allies to call on when times get tough.

Own the crisis and control the message.

There’s a cliché that your reputation is built on how you cope with the tough stuff. Some people believe a good response enhances your image. It’s not a theory I’d want to test to destruction but getting out in front of a problem makes sense.

When the worst happens, you need to be in control, move rapidly, and demonstrate commitment to finding a resolution. You also need to be there, on the ground, with actions.

People who do crisis management well are open, empathetic, and own the situation.

Apologising is good, fixing the problem is better.

Perhaps the most difficult thing is accepting the problem. We all of us suffer from hubris and there’s a tendency to believe our own PR.

In crisis management, always apologise and always explain. Stuff happens and you need to deal with it. Be open about the problem, explain it clearly, and set out a remedial action plan.

Of course, the real win is resolving the problem. Good communications can help your reputation. Fixing a problem can enhance your standing.

Where can you turn?

If this seems like a lot of effort, think of it this way: it’s common sense. Even if nothing goes wrong, you’ll deliver a better service for your customers, and a better working life for your people.

Finally, dealing with a crisis isn’t business as usual. You’ll need help, be that expert counsel, strategic messaging, or tactical communications. So, think about who you want supporting you, and get them on the team.

Mark Venables is CEO of Highland Marketing, and knows a thing or two about crisis management.