I read a lot about crisis management. And here’s something I’ve noticed: the smartest folks in the crisis-management world tend to recognize that crisis communications is one of the trickiest areas to negotiate.

Over and over again I see skilled and experienced crisis experts say that crisis communications requires specific talents, specialized experience and a particular personality type.

I think they’re right.

For example, I came across a piece the other day on the website of R&D, a business-to-business brand that serves “research scientists, engineers, and technical staff members at government, academic and industrial laboratories around the world.” Titled “Striking Back When Disaster Strikes,” it offers a 12-principle approach to dealing with a crisis in a “cleanroom” manufacturing business. It’s a great piece. The approach outlined by author Kate Everett is detailed, well-reasoned, and of value to senior executives in any industry.

But the part that caught my attention (and warmed my crisis communicator’s heart) was this: “Entire volumes have been written about crisis communications. Do yourself and your company a favor: be sure you have an expert staffer or consultant driving the response. Not everyone can drive this type of communications competently or well. “

That’s something to remember the next time your boss, public-relations vendor, or attorney tells you that you don’t need a dedicated crisis communicator.

— by Paul Conley