---
title: [CM] [P6A] Developing Pre-Crisis Procedures
description: [CM] [P6A] Developing Pre-Crisis Procedures
image: https://blog.bcm-institute.org/hubfs/CM%20Practical%20Guide%20Morepost/%5BCM%5D%20%5BPractical%20Guide%5D%20Develop%20Pre-Crisis%20Procedures.jpg
---
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##### Crisis-Ready by Design: A Practical Guide to Crisis Management Planning and Implementation
# \[CM\] \[P6A\] Developing Pre-Crisis Procedures
[![\[CM\] \[Full Banner\] Crisis-Ready by Design A Practical Guide to Crisis Management Planning and Implementation](https://no-cache.hubspot.com/cta/default/3893111/7cdfb801-3f64-4ba0-af16-225a93f20d89.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7cdfb801-3f64-4ba0-af16-225a93f20d89)
Preparation is the cornerstone of effective crisis management.
Long before a crisis occurs, organisations must establish the procedures, resources, and governance needed to detect emerging threats, maintain readiness, and enable a rapid, coordinated response.
This blog is the first in a three-part series on crisis procedures and focuses on the pre-crisis phase—the period during which organisations monitor risks, identify early warning indicators, validate Crisis Management Team (CMT) readiness, prepare critical resources, and ensure stakeholder and communication arrangements remain current.
By embedding these activities into day-to-day operations, organisations can reduce the likelihood of escalation and significantly improve their ability to respond when a crisis occurs.
[Moh Heng Goh](https://blog.bcm-institute.org/en/ebook-cm/author/moh-heng-goh) Jul 17, 2026
###### Crisis Management Certified Planner-Specialist-Expert
#### [![\[CM\] \[Full Banner\] Crisis-Ready by Design A Practical Guide to Crisis Management Planning and Implementation](https://no-cache.hubspot.com/cta/default/3893111/7cdfb801-3f64-4ba0-af16-225a93f20d89.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7cdfb801-3f64-4ba0-af16-225a93f20d89)
### **Chapter 6\[A\]**
### ** Developing Pre-Crisis Procedures**
#### Introduction
Preparation is the cornerstone of effective crisis management.
Long before a crisis occurs, organisations must establish the procedures, resources, and governance needed to detect emerging threats, maintain readiness, and enable a rapid, coordinated response.
This blog is the first in a three-part series on crisis procedures and focuses on the **pre-crisis phase**—the period during which organisations monitor risks, identify early warning indicators, validate Crisis Management Team (CMT) readiness, prepare critical resources, and ensure stakeholder and communication arrangements remain current.
By embedding these activities into day-to-day operations, organisations can reduce the likelihood of escalation and significantly improve their ability to respond when a crisis occurs.
#### **Purpose of Pre-Crisis Procedures**
Pre-crisis procedures establish the actions required before an event occurs.
Their purpose is to:
- Reduce the likelihood of escalation[](https://cta-redirect.hubspot.com/cta/redirect/3893111/e5d730e9-b9c8-44bd-a74e-4b82ca86fb40)
- Identify early warning signs
- Maintain response readiness
- Prepare resources
- Confirm stakeholder arrangements
- Ensure plans and tools remain current
- Enable rapid activation
Pre-crisis procedures may be generic or scenario-specific.
Generic procedures apply across most crises, while scenario-specific procedures address particular threats such as cyberattacks, severe weather, supply chain failures, or public health incidents.
#### **Threat Monitoring**
The organisation should define how it monitors potential threats.
Monitoring may include:
- Security alerts
- Cyber-threat intelligence
- Weather and environmental warnings
- Supplier-performance indicators
- Regulatory announcements
- Media reports
- Social-media trends
- Customer complaints
- Employee reporting
- Industry intelligence
- Geopolitical developments
The procedure should identify:
- Information source
- Monitoring frequency
- Responsible role
- Escalation threshold
- Reporting process
Monitoring should be linked to early warning and escalation.
#### **Early Warning Indicators**
Early warning indicators provide evidence that a crisis may be developing.
Examples include:
##### **Cyber Crisis**
- Unusual privileged-account activity
- Rapid encryption of files
- Repeated failed access attempts
- Unexpected data transfers
- Attacker communication
##### **Severe Weather**
- Deteriorating forecasts
- Transport restrictions
- Facility-access problems
- Employee absenteeism
- Supply delays
##### **Reputation Crisis**
- Sudden increase in complaints
- Journalist enquiries
- Viral social-media posts
- Public allegations
- Activist attention
##### **Supply-Chain Crisis**
- Supplier service deterioration
- Missed deliveries
- Financial distress
- Regulatory action against the supplier
- Loss of transport capacity
Each indicator should have a defined threshold and owner.
#### **Maintaining CMT Readiness**
Pre-crisis procedures should ensure that CMT members remain prepared.
Readiness activities may include:
- Role briefings
- Plan familiarisation
- Contact validation
- Communication-platform testing
- Exercise participation
- Alternate-role preparation
- Decision-authority review
- Leadership succession testing
The organisation should define how frequently these activities occur.
#### **Resource Readiness**
The organisation should maintain the resources required for crisis response.
These may include:
- Crisis Management Centre
- Alternate facility
- Independent communication tools
- Printed plans
- Offline contact directories
- Emergency funds
- Specialist advisers
- Additional staffing
- Transport
- Accommodation
- Welfare support
- Backup equipment
The procedure should include periodic verification.
A resource listed in the plan but unavailable during a crisis has no practical value.
#### **Stakeholder Readiness**
Stakeholder readiness may include:
- Maintaining regulator contacts
- Confirming emergency service interfaces
- Validating supplier escalation contacts
- Preparing Board reporting arrangements
- Establishing customer communication channels
- Maintaining media contact arrangements
- Confirming insurer-notification procedures
These arrangements should not be developed for the first time during a crisis.
#### **Communication Preparation**
Pre-crisis communication procedures should include:
- Holding statements
- Employee notification templates
- Customer messages
- Regulatory notification templates
- Contact-centre scripts
- Spokesperson arrangements
- Approval process
- Media-monitoring capability
- Backup communication channels
Templates should be adaptable rather than overly scenario-specific.
#### **Pre-Crisis Procedure Table**
A practical procedure table may include:
| Ref | Trigger or Requirement | Pre-Crisis Action | Responsible Role | Resource | Status |
| --- | --- | --- | --- | --- | --- |
| PRE-01 | Threat level increases | Increase monitoring | Risk Owner | Monitoring platform | |
| PRE-02 | CMT readiness review due | Validate contacts and alternates | Crisis Coordinator | Contact directory | |
| PRE-03 | New regulatory requirement | Update notification checklist | Compliance Lead | Regulatory register | |
| PRE-04 | Exercise scheduled | Test activation and communication | Enterprise Resilience | Exercise package | |
| PRE-05 | Supplier dependency changes | Update escalation contacts | Procurement Lead | Supplier register | |
### Conclusion
Pre-crisis procedures are not merely administrative checklists; they are the operational foundation upon which successful crisis response is built.
Organisations that continuously monitor threats, maintain preparedness, and regularly validate their plans, people, and resources are far better positioned to make timely decisions under pressure.
This blog establishes the preparedness phase of the crisis procedure lifecycle.
The next blog in this series, **Developing During-Crisis Procedures**, examines how organisations activate the Crisis Management Team, establish command and control, coordinate communications, and manage response activities once a crisis has been declared.
Together with the subsequent **Post-Crisis Procedures** blog, these articles provide a comprehensive methodology for managing the entire crisis lifecycle—from readiness and response to recovery and continuous improvement.
#### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/b284c1dd-e9ff-402e-bc6c-cab97e2dfa81)
Goh, M. H. (2016). A Manager’s Guide to Implementing Your Crisis Management Plan. Business Continuity Management Specialist Series (1st ed., p. 192). Singapore: GMH Pte Ltd.
#### More Information About Crisis Management Blended/ Hybrid Learning Courses
To learn more about the course and schedule, click the buttons below for the CM-300 Crisis Management Implementer \[CM-3\] and the CM-5000 Crisis Management Expert Implementer \[CM-5\].
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