The average student goes through dozens of drills over the course of their primary education. Whether fire or tornado, emergency preparedness is a key part of the curriculum. So why is it that so few companies prioritize their own preparedness for the emergencies of the business world?

Major events such as the pandemic’s upending of everyday life demonstrate just how important a crisis plan can be, but even more individual, minor issues such as a social media backlash or a key employee quitting can have a significant impact on workflow. While every company’s crisis plan will have different areas to cover, here are three key tips to keep in mind.

1. A plan that isn’t on paper isn’t a plan
While it’s true that shockingly few organizations have a crisis plan, that’s not the same as having no plan if a crisis were to happen. A good leader will consider the possibility of what might go wrong within their company, and adaptability and a cool head will always be beneficial traits for any crisis. But no matter an individual’s skills in working through a crisis, having a written plan is a must to avoid obvious pitfalls.

2. Input is important, but don’t lead by committee
One of the most difficult aspects to balance when developing a crisis plan is how much feedback from your team should play a role. Of course, if you run a company with hundreds or thousands of employees, it becomes impractical and ineffective to solicit input from everyone. At the same time, the larger the organization, the more vital it becomes to have more than one person considering what crisis situations could pose a risk to your company. Taking the time to speak to key members of your team as you develop a plan is important for two reasons: first, they can provide unique perspectives you may not have considered, and second, if you have members of your team with an intimate understanding of the plan, they’ll be better prepared if it becomes necessary to implement it.

3. Crisis plans aren’t set in stone
Just as an unwritten plan can open one up to simple mistakes, so too can an outdated plan quickly become less of a benefit than an additional problem to deal with. Tempting though it may be to establish a plan and leave it be, your plan should be reviewed regularly, particularly in the wake of a crisis or a significant shift in leadership. What worked, and what did not? What future crises could emerge because of changes within your company, the industry, or the world as a whole? If, for example, your employees are suddenly working remotely rather than in-person and you’re working to find tech solutions, you don’t want to be reliant on a plan developed in 1995. An effective crisis plan is a living document that should be adapted as needed.

In an ideal world, your clearly outlined, thoroughly vetted and readily adaptable crisis plan will never see the light of day but having an effective strategy for dealing with crises can make or break a business should they arise. And while there’s no one-size-fits-all approach, following these universal guidelines will better prepare you to develop a plan.