Crisis Communications

what is an Issue

• A newsworthy subject within an organization, industry, or society

• May be active or dormant

• Should be monitored closely and managed responsibly

What is an Accident

• An unexpected and undesirable event

• Often results in damage or injury

• Should be anticipated and planned for

What is an Emergency

• An unexpected, serious situation

• Examples: lawsuits, bad executive behavior, product failure, etc.

• Requires leadership, prompt action, and communication

What is a crisis?

• A critical or decisive point when the response to an issue, accident, or emergency threatens the reputation and future of an organization

• A crisis represents a threat and an opportunity

Communication Goal

• Prevent issues, accidents, and emergencies from becoming crises

4 Principles

• Communication in a crisis is an extension of normal organizational communications – good and bad

• If your organization doesn’t fill the “news hole,” someone less qualified certainly will

• Perception is reality; if you don’t like it, change it

• The longer it takes to act, the higher the price

4 Reasons Crises Happen

• Failure to understand, respect public opinion

• Allowing others to control the message

• Failing to show control, concern, and compassion

• Relying on legal response/defense

Crisis News Cycle

•Initial “facts”

•Follow-up coverage (new details or angles)

•Inappropriate response (loss of trust)

•Management incompetence becomes the story

•Regulatory, political, or board-level reaction

•Coverage of investigation(s) and recovery

Crisis Potential

•Nature of your business

•Prominence of your company

•Personality, experience of your CEO

•Communication reporting structure

•Status of current public relations

•Whether you have a playbook or plan

•Whether it’s been tested

Before Emergencies Arise

•Consider likely, unlikely scenarios

•Identify key staff members, roles

•Establish external relationships

•Secure needed resources

• Call center services

• Other on-call services to scale response

•Develop a plan

•Objectives for each situation

•Think, “How would we?”

•Train, rehearse staff members

When ‘Stuff’ Happens

•Fill the immediate “news hole”

•Collect, analyze the facts

•Assess newsworthiness: When and where is it news?

•Who are other likely news sources? What are they saying?

•Develop a strategy, messages – and communicate them

•Don’t let your silence become the story

Avoiding ‘No Comment’

Even without facts, you should be able to express:

•Awareness – “We are aware of/not aware of…”

•Concern – “We are concerned about (or are taking seriously) reports of …”

•Commitment – “Once we have the facts, we will take appropriate action …”

Dealing With the Media

Labels – what are we calling this?

Develop approval process, one set of facts

Briefings or interviews?

Be helpful, instructive, polite – but always firm

Reach out to third parties for credibility

Listen for news, concerns

Good relationships are made in tough times

It’s Not About Answering Questions

Prepare talking points

Make statements about the issue

Provide context

Shape the story

Major Accidents

Confirm/assign staff responsibilities

Plan for sustained media presence; develop a briefing schedule

Find daily news peg, story angle; think, “What’s next?”

Be first with the news (internal and external); shape the story

Look for good news; offer “behind the scenes” access, if appropriate

Use all your tools: e-mail, website, social channels, photo releases

Don’t forget internal communications

Pace yourself, key staff

Headed for an Epic Fail?

Ask, “What’s the worst ‘they’ can do?”

Volunteer for the second worst quickly

Announce the decision to do so

The longer the delay,

the higher the cost in $$ and reputation

Working With Legal

Same team, different perspectives

Equally critical in emergencies

Tactics

—Build relationships in advance, gain trust

—Highlight bad examples elsewhere

—Understand legal concerns, options

—The mission calls for teamwork

When It’s ‘Over’

Thank, reward those who helped

Collect lessons learned

Develop campaign to rebuild trust, if needed

Consider rebranding after trust is regained

Track issues, think about next time

Keys to Success

Build relationships in advance

Have a plan, test it

Fill the immediate “news hole”

Try to stay ahead of the news

Use all resources – staff, website, social media

Learn for next time