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Social Media for Crisis Communications

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Charlie Pownall
Charlie Pownall

Presentation to PR conference in Kuala Lumpur on how social media can be used to communicate during a crisis, focusing on how to prepare and respond.

Social Media
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SOCIAL MEDIA FOR CRISIS COMMUNICATIONS KUALA LUMPUR | November 20, 2014 CPC& Charlie Pownall | CPC & Associates
1. Changing crisis landscape 2. Responding to a crisis 3. Preparing for a crisis Agenda CPC& © 2015 CPC & Associates Ltd. All rights reserved 2
• Product quality • Workplace injury • Labour dispute • Closure • Environmental abuse • Discrimination • Leadership ethics • Litigation • Supply chain mgmt • etc INTERNAL EXTERNAL • Nationalism • Natural disaster • NGO activism • Competitor assault • Hostile takeover • Customer complaint • Whistleblower • etc Traditional crisis triggers CPC& © 2015 CPC & Associates Ltd. All rights reserved 3
STRATEGIC SOCIETAL TECHNOLOGICAL OPERATIONAL BEHAVIOURAL LEGAL FINANCIAL New crisis triggers CPC& © 2015 CPC & Associates Ltd. All rights reserved 4
The role of social mediaRole of social media IGNITE AMPLIFY DEEPEN SUSTAIN CPC& © 2015 CPC & Associates Ltd. All rights reserved 5
Social deepens reputation damage CPC& © 2015 CPC & Associates Ltd. All rights reserved 6
CPC& © 2015 CPC & Associates Ltd. All rights reserved 7
CPC& © 2015 CPC & Associates Ltd. All rights reserved 8
• Can strike from anywhere • Harder to manage • Shorter & sharper • Travel faster & further • Stay longer Crisis challenges CPC& © 2015 CPC & Associates Ltd. All rights reserved 9
Harder to manage Source: Burson-Marsteller, 2013 CPC& © 2015 CPC & Associates Ltd. All rights reserved 10
More rumours & misinformation CPC& © 2015 CPC & Associates Ltd. All rights reserved 11
Need for dialogue CPC& © 2015 CPC & Associates Ltd. All rights reserved 12
• Consumer goods & services • Energy & natural resources • Professional/local services • Financial services • Internet & e-commerce • Government • High profile individuals Who’s most at risk? CPC& © 2015 CPC & Associates Ltd. All rights reserved 13
1. Changing crisis landscape 2. Responding to a crisis 3. Preparing for a crisis Agenda CPC& © 2015 CPC & Associates Ltd. All rights reserved 14
• Recognise the issue • Acknowledge the urgency of the situation • Demonstrate it is being taken seriously • Express empathy for those affected Move fast – Holding statement CPC& © 2015 CPC & Associates Ltd. All rights reserved 15
CPC& © 2015 CPC & Associates Ltd. All rights reserved 16
CPC& © 2015 CPC & Associates Ltd. All rights reserved 17
Establish the right tone CONCERN COMMITMENT CONTROL CONFIDENCE COMPETENCE CPC& © 2015 CPC & Associates Ltd. All rights reserved 18
CPC& © 2015 CPC & Associates Ltd. All rights reserved 19
1. Move fastRebut rumours & misinformation CPC& © 2015 CPC & Associates Ltd. All rights reserved 20
CPC& © 2015 CPC & Associates Ltd. All rights reserved 21
1. Move fastTell your story convincingly CPC& © 2015 CPC & Associates Ltd. All rights reserved 22
CPC& © 2015 CPC & Associates Ltd. All rights reserved 23
Apologise on Twitter CPC& © 2015 CPC & Associates Ltd. All rights reserved 24
CPC& © 2015 CPC & Associates Ltd. All rights reserved 25
1. Changing crisis landscape 2. Responding to a crisis 3. Preparing for a crisis Agenda CPC& © 2015 CPC & Associates Ltd. All rights reserved 26
4. Develop plan & protocols • Crisis & issues definitions • Goals & measurement • Online stakeholders & influencers • Policies & protocols • Content, channels & tools • Team & R&Rs • Contacts Social media crisis communications plan CPC& © 2015 CPC & Associates Ltd. All rights reserved 27
STRATEGIC SOCIETAL TECHNOLOGICAL OPERATIONAL BEHAVIOURAL LEGAL FINANCIAL Identify vulnerabilities CPC& © 2015 CPC & Associates Ltd. All rights reserved 28
2. Listen to audiencesIdentify online threats CPC& © 2015 CPC & Associates Ltd. All rights reserved 29
Assess impact CPC& © 2015 CPC & Associates Ltd. All rights reserved 30
MODERATE High likelihood, low impact SEVERE High likelihood, high impact LOW Low likelihood, low impact HIGH Low likelihood, high impact -LIKELIHOOD+ - IMPACT + Prioritise actions CPC& © 2015 CPC & Associates Ltd. All rights reserved 31
2. Listen to audiences Critical • Extensive breach of customer data • Kidnapping of an employee • Major damage to a firm’s physical assets during an earthquake or terrorist operation Severe • Allegations of corruption amongst a firm’s senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements Significant • Escalating allegations of use of child labor amongst a company’s suppliers • Community protests about local environmental damage • Campaign by a global NGO to boycott a company’s products Moderate • An escalating online rumor about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign Low • Known though uncontroversial concerns about a product circulating online • Negative online feedback to a media article on employee compensation • A one-off complaint on Facebook by a customer about poor quality product packaging Crisis/issue categories CPC& © 2015 CPC & Associates Ltd. All rights reserved 32
2. Listen to audiencesPolicies & protocols • Messaging • First response • Ongoing external communications • Employee communications • Online influencers • Online conversations • Local considerations CPC& © 2015 CPC & Associates Ltd. All rights reserved 33
MODERATE SEVERE CRITICAL • An escalating online rumor about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign • Allegations of corruption amongst a firm’s senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements • Extensive breach of customer data • Kidnapping of an employee • Major damage to a firm’s physical assets during an earthquake or terrorist operation • Platform manager, Listening squad, Comms • 24 hours • Listening squad, Comms, Public Affairs • 12 hours • Comms, Public Affairs, Crisis team • 3 hours Escalation & turnaround CPC& © 2015 CPC & Associates Ltd. All rights reserved 34
2. Listen to audiences • Develop & evaluate social media programs • Listen to analyse online discussions • Manage online discussions • Develop & distribute content • Create & manage online advertising Social media crisis team: Skills CPC& © 2015 CPC & Associates Ltd. All rights reserved 35
7 steps to crisis readiness • Create & train team • Prepare content & channels • Build relationships Beyond the plan CPC& © 2015 CPC & Associates Ltd. All rights reserved 36
QUESTIONS? COMMENTS? CPC&
CPC& © 2015 CPC & Associates Ltd. All rights reserved charliepownall.com THANK YOU. @cpownall +44 20 3856 3599 cp@charliepownall charliepownall.com

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Social Media for Crisis Communications

  • 1. SOCIAL MEDIA FOR CRISIS COMMUNICATIONS KUALA LUMPUR | November 20, 2014 CPC& Charlie Pownall | CPC & Associates
  • 2. 1. Changing crisis landscape 2. Responding to a crisis 3. Preparing for a crisis Agenda CPC& © 2015 CPC & Associates Ltd. All rights reserved 2
  • 3. • Product quality • Workplace injury • Labour dispute • Closure • Environmental abuse • Discrimination • Leadership ethics • Litigation • Supply chain mgmt • etc INTERNAL EXTERNAL • Nationalism • Natural disaster • NGO activism • Competitor assault • Hostile takeover • Customer complaint • Whistleblower • etc Traditional crisis triggers CPC& © 2015 CPC & Associates Ltd. All rights reserved 3
  • 5. The role of social mediaRole of social media IGNITE AMPLIFY DEEPEN SUSTAIN CPC& © 2015 CPC & Associates Ltd. All rights reserved 5
  • 6. Social deepens reputation damage CPC& © 2015 CPC & Associates Ltd. All rights reserved 6
  • 7. CPC& © 2015 CPC & Associates Ltd. All rights reserved 7
  • 8. CPC& © 2015 CPC & Associates Ltd. All rights reserved 8
  • 9. • Can strike from anywhere • Harder to manage • Shorter & sharper • Travel faster & further • Stay longer Crisis challenges CPC& © 2015 CPC & Associates Ltd. All rights reserved 9
  • 10. Harder to manage Source: Burson-Marsteller, 2013 CPC& © 2015 CPC & Associates Ltd. All rights reserved 10
  • 11. More rumours & misinformation CPC& © 2015 CPC & Associates Ltd. All rights reserved 11
  • 12. Need for dialogue CPC& © 2015 CPC & Associates Ltd. All rights reserved 12
  • 13. • Consumer goods & services • Energy & natural resources • Professional/local services • Financial services • Internet & e-commerce • Government • High profile individuals Who’s most at risk? CPC& © 2015 CPC & Associates Ltd. All rights reserved 13
  • 14. 1. Changing crisis landscape 2. Responding to a crisis 3. Preparing for a crisis Agenda CPC& © 2015 CPC & Associates Ltd. All rights reserved 14
  • 15. • Recognise the issue • Acknowledge the urgency of the situation • Demonstrate it is being taken seriously • Express empathy for those affected Move fast – Holding statement CPC& © 2015 CPC & Associates Ltd. All rights reserved 15
  • 16. CPC& © 2015 CPC & Associates Ltd. All rights reserved 16
  • 17. CPC& © 2015 CPC & Associates Ltd. All rights reserved 17
  • 18. Establish the right tone CONCERN COMMITMENT CONTROL CONFIDENCE COMPETENCE CPC& © 2015 CPC & Associates Ltd. All rights reserved 18
  • 19. CPC& © 2015 CPC & Associates Ltd. All rights reserved 19
  • 20. 1. Move fastRebut rumours & misinformation CPC& © 2015 CPC & Associates Ltd. All rights reserved 20
  • 21. CPC& © 2015 CPC & Associates Ltd. All rights reserved 21
  • 22. 1. Move fastTell your story convincingly CPC& © 2015 CPC & Associates Ltd. All rights reserved 22
  • 23. CPC& © 2015 CPC & Associates Ltd. All rights reserved 23
  • 24. Apologise on Twitter CPC& © 2015 CPC & Associates Ltd. All rights reserved 24
  • 25. CPC& © 2015 CPC & Associates Ltd. All rights reserved 25
  • 26. 1. Changing crisis landscape 2. Responding to a crisis 3. Preparing for a crisis Agenda CPC& © 2015 CPC & Associates Ltd. All rights reserved 26
  • 27. 4. Develop plan & protocols • Crisis & issues definitions • Goals & measurement • Online stakeholders & influencers • Policies & protocols • Content, channels & tools • Team & R&Rs • Contacts Social media crisis communications plan CPC& © 2015 CPC & Associates Ltd. All rights reserved 27
  • 29. 2. Listen to audiencesIdentify online threats CPC& © 2015 CPC & Associates Ltd. All rights reserved 29
  • 30. Assess impact CPC& © 2015 CPC & Associates Ltd. All rights reserved 30
  • 31. MODERATE High likelihood, low impact SEVERE High likelihood, high impact LOW Low likelihood, low impact HIGH Low likelihood, high impact -LIKELIHOOD+ - IMPACT + Prioritise actions CPC& © 2015 CPC & Associates Ltd. All rights reserved 31
  • 32. 2. Listen to audiences Critical • Extensive breach of customer data • Kidnapping of an employee • Major damage to a firm’s physical assets during an earthquake or terrorist operation Severe • Allegations of corruption amongst a firm’s senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements Significant • Escalating allegations of use of child labor amongst a company’s suppliers • Community protests about local environmental damage • Campaign by a global NGO to boycott a company’s products Moderate • An escalating online rumor about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign Low • Known though uncontroversial concerns about a product circulating online • Negative online feedback to a media article on employee compensation • A one-off complaint on Facebook by a customer about poor quality product packaging Crisis/issue categories CPC& © 2015 CPC & Associates Ltd. All rights reserved 32
  • 33. 2. Listen to audiencesPolicies & protocols • Messaging • First response • Ongoing external communications • Employee communications • Online influencers • Online conversations • Local considerations CPC& © 2015 CPC & Associates Ltd. All rights reserved 33
  • 34. MODERATE SEVERE CRITICAL • An escalating online rumor about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign • Allegations of corruption amongst a firm’s senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements • Extensive breach of customer data • Kidnapping of an employee • Major damage to a firm’s physical assets during an earthquake or terrorist operation • Platform manager, Listening squad, Comms • 24 hours • Listening squad, Comms, Public Affairs • 12 hours • Comms, Public Affairs, Crisis team • 3 hours Escalation & turnaround CPC& © 2015 CPC & Associates Ltd. All rights reserved 34
  • 35. 2. Listen to audiences • Develop & evaluate social media programs • Listen to analyse online discussions • Manage online discussions • Develop & distribute content • Create & manage online advertising Social media crisis team: Skills CPC& © 2015 CPC & Associates Ltd. All rights reserved 35
  • 36. 7 steps to crisis readiness • Create & train team • Prepare content & channels • Build relationships Beyond the plan CPC& © 2015 CPC & Associates Ltd. All rights reserved 36
  • 38. CPC& © 2015 CPC & Associates Ltd. All rights reserved charliepownall.com THANK YOU. @cpownall +44 20 3856 3599 cp@charliepownall charliepownall.com

Editor's Notes

  1. Depends on context
  2. -