This presentation provides a unique view of crisis communications principles. It is based on the author's many years of experience in PR and corporate communications.
2. When Opportunity Knocks…
Some PR professionals work their whole lives trying to
generate national media attention.
Some of us get it unexpectedly one day …
and usually end up complaining about it.
- Patrick Gibbons
3. Definitions
Issue – a topic of discussion, a matter in dispute or a sensitive subject
within an organization, industry or society
Accident – an unexpected and undesirable event, usually one resulting
in damage or injury
Emergency – a serious situation or unexpected occurrence that
demands immediate action and communication
Crisis – a critical or decisive point at which an organization’s response
to an issue, accident or emergency threatens the reputation and/or
future standing of the organization
Goal: Prevent issues, accidents and emergencies from becoming crises
4. Principles
Reputations can be gained or lost during emergencies
Emergency (crisis) communications is an extension of
your normal communications – good and bad
If you don’t fill the “news hole,” someone less
qualified probably will
Perception is reality – if you don’t like it, change it
Knowing what to do is only half the battle
The longer you wait to act, the higher the price
5. Why Crises Happen
Management’s failure to understand the
issue, public opinion
Failure to effectively engage the media –
allowing others to control the issue
Failure to demonstrate control, concern
and credibility
Over-reliance on legal response/defense
6. The Crisis (News) Cycle
Initial story – “facts”
Follow-up (new details, angles, opportunities)
Inappropriate management response
(lack of trust)
Management competence becomes the story
(loss of credibility and control)
Regulatory, political or board level reaction
(blame and house cleaning)
Coverage of investigation(s) and recovery
Next time, anniversary coverage
7. Assessing Your Crisis Potential
Nature of your business
Nature, experience of your CEO
Prominence of your company
Organizational culture
Communication reporting structure
Status of current public relations
Do you have a plan?
Has it been tested?
8. Before Emergencies Strike
Consider likely, unlikely scenarios
Identify key staff members, roles
Establish relations with external contacts
Develop a plan
- Objectives for each audience
- Think, “How would we?”
- Identify resources
- Train, rehearse staff members
9. When ‘Stuff’ Happens
Fill the immediate “news hole”
Collect, analyze the facts
Assess newsworthiness – when, 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
10. Avoiding the Initial “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 …”
11. Assessing News Value
Prominence Oddity
Timeliness Sex
Impact Suspense
Proximity Progress
Conflict Trends
Emotion Visuals
Goal: Address and reduce news value
12. Three C’s of Success
Control
– Take appropriate action, explain it
Concern
– Demonstrate concern, compassion
Credibility
– Know the facts
– Be first with the news
– Build trust
13. Dealing with News Media
Labels – what are we calling this?
Develop an 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 bad times
14. It Is Not About Answering Questions
Prepare talking points
Make statements about the issue
Explain your company’s perspective
Shape the story
15. Starting Points for Good Responses
“Our primary concern at this point is…
“What I can tell you right now is…
“At the moment, our primary focus is…
“The important thing at this point is…
“I think a more accurate term is _____ (and then explain why) …
17. Dealing with Social Media
Part of your strategy, but not the driver
Valuable resources for:
Monitoring, listening
Sharing perspective
Interacting with users/customers/clients
Can be a time/resource “vampire”
Choose those that work for your business
Interact with professionalism, authenticity
18. Major Accidents or Emergencies
Confirm/assign staff responsibilities
Plan for sustained media presence, coverage – 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
Prepare your spokesperson
Look for good news – offer “behind the scenes” access, if appropriate
Use all your tools – e-mail, website, YouTube, photo releases
Don’t forget internal communications
Pace yourself, key staff
19. If/When It Gets Really Bad
Ask yourself, “What’s the worst thing ‘they’ can do?”
Volunteer for the second worst quickly
Announce the decision to do so
The longer you delay, the higher the cost –
$$ and reputation
20. Working with Legal Counsel
Same team, different perspectives
Equally critical in emergencies
Tactics
– Build relationship in advance, gain trust
– Highlight bad examples elsewhere
– Understand legal concerns, present options
– Bottom line – the boss needs both perspectives
21. When the Storm Passes
Thank those (inside and outside) who
helped
Reward and congratulate successes
Collect lessons learned
Track issues, think about next news peg
– memorial, anniversary?
22. Keys to Success
Build relations with key people in advance
Have a plan, communicate it
Fill the immediate “news hole”
Try to stay ahead of the news
Use all your resources – staff, website, social media
Learn for next time
These are not clean distinctions – in fact, they may represent more a continuum that a specific set of definitions Issues – everyone has them, we deal with them every day Accidents – everyone has them, most are covered by plans Emergencies – the difference here is a time element, or perhaps external forces that require you to decide or act Crisis – a decisive moment What is the relationship between these? Which is easiest to predict – and why?
Good leaders can get you by in an emergency, they can overcome bureaucratic org cultures Competent communications is definitely a plus Does anyone expect your relations with the press, community or other key audiences to improve in an emergency? If your reputation and media relations are no good, do not expect them to magically get better in an emergency Media relations, Community relations, relations with management
Your success or failure will likely be judged on how you treat those most affected by the crisis (all of them).