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Crisis Communications:Preparing for Your 15 Minutes of FamePatrick Gibbons

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When Opportunity Knocks…Some PR professionals work their whole lives trying togenerate national media attention. Some of us get it unexpectedly one day … and usually end up complaining about it. - Patrick Gibbons

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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

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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

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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

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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

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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?

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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

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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

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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 …”

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Assessing News Value  Prominence  Oddity  Timeliness  Sex  Impact  Suspense  Proximity  Progress  Conflict  Trends  Emotion  Visuals Goal: Address and reduce news value

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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

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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

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It Is Not About Answering Questions Prepare talking points Make statements about the issue Explain your company’s perspective Shape the story

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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) …

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Dealing with Social Media

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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

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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

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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 soThe longer you delay, the higher the cost –$$ and reputation

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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

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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?

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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

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Questions or more information:Patrick Gibbonsgibbonscp@nc.rr.com