Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Crisis Communications Webinar - June 10

2 294 vues

Publié le

Staying Ahead of the Game: The Steps to Effective Crisis Communications Planning

Don't wait for a crisis to hit before considering your communications strategy. Getting caught off guard can mean the difference between success and failure, especially if your competitors are quick to respond. Take action today to ensure tomorrow's stability.

> Planning for crisis incidents and overcoming resistance
> Engaging in rapid response
> Putting crisis plans into action
> The role of social media in a crisis

Moderator: Ted Skinner, Vice President, Public Relations Products, PR Newswire

Anne Sceia Klein, APR, Fellow PRSA, President, Anne Klein Communications Group, LLC
Irv Lipp, Principal, LippService LLC
David Weiner, Senior Account Manager, PR Newswire

Publié dans : Business, Technologie
  • Soyez le premier à commenter

Crisis Communications Webinar - June 10

  1. 1. “ Staying Ahead of the Game: The Steps to Effective Crisis Communications Planning”
  2. 2. Today’s Presentation <ul><li>Anne Sceia Klein , APR, Fellow PRSA, President, Anne Klein Communications Group, LLC </li></ul><ul><ul><li>Building an Effective Crisis Communications Plan </li></ul></ul><ul><li>Irv Lipp , Principal, LippService LLC </li></ul><ul><ul><li>Preparing for Crisis Communications: Running Drills </li></ul></ul><ul><li>David Weiner , Senior Account Supervisor, PR Newswire </li></ul><ul><ul><li>The Role of Social Media in Crisis Communications </li></ul></ul>
  3. 3. Building Effective Crisis Communications Plans
  4. 4. A crisis should not come as a surprise
  5. 5. “It can’t happen here.” <ul><li>“ Yes, it can!” </li></ul>
  6. 6. Preparing for a crisis <ul><li>Plan ahead. </li></ul><ul><li>Know your role. </li></ul><ul><li>Understand your organization’s vision, mission and values. </li></ul>
  7. 7. The first steps <ul><li>CEO/Leadership buy-in. </li></ul><ul><li>Convene a planning team. </li></ul>
  8. 8. Play the “what if” game <ul><li>What could happen? </li></ul><ul><li>How likely is it? </li></ul><ul><li>How big an impact? </li></ul><ul><li>What keeps you awake at night? </li></ul>
  9. 9. What would you do? <ul><li>The “Right Thing.” </li></ul><ul><li>Your first response. </li></ul><ul><li>The media’s “Golden Hour.” </li></ul>
  10. 10. Express caring and concern <ul><li>FIRST! </li></ul><ul><li>Then use your prepared initial response. </li></ul>
  11. 11. Identify <ul><li>Key audiences and contacts. </li></ul><ul><li>Executive spokespersons. </li></ul><ul><li>Technical spokespersons. </li></ul>
  12. 12. Get presentation and media training <ul><li>Practice with drills. </li></ul>
  13. 13. Organize backup material <ul><li>Organization key messages. </li></ul><ul><li>Q&As. </li></ul><ul><li>White papers. </li></ul><ul><li>Fact sheets. </li></ul>
  14. 14. Remember <ul><li>24-hour news cycle. </li></ul><ul><li>Instantaneous news on the Internet. </li></ul><ul><li>Have crisis Web site ready. </li></ul><ul><li>Have a toll-free number ready. </li></ul><ul><li>Have e-mail address ready for Q&As. </li></ul><ul><li>Monitor blogs, tweets, etc. </li></ul>
  15. 15. <ul><li>Pre-select location </li></ul>Media Center
  16. 16. When the crisis occurs <ul><li>Start talking. </li></ul><ul><li>Position the organization. </li></ul><ul><li>Put things in perspective. </li></ul><ul><li>Set the right tone. </li></ul>
  17. 17. Talk to your closest friends first <ul><li>Use your key messages. </li></ul><ul><li>Don’t let silence or rumor fill the void. </li></ul><ul><li>Distribute new information immediately. </li></ul>
  18. 18. Keep the pipeline open <ul><li>Rapid response strategies. </li></ul><ul><li>Two-way communications. </li></ul>
  19. 19. The goal <ul><li>Win in the court of public opinion. </li></ul>
  20. 20. After the crisis <ul><li>Thank you. </li></ul><ul><li>Response to victim and families. </li></ul>
  21. 21. Don't forget <ul><li>Write everything down during planning phase. </li></ul><ul><li>Have plan available in multiple formats: </li></ul><ul><ul><li>Thumb drive </li></ul></ul><ul><ul><li>Company Intranet </li></ul></ul><ul><ul><li>CD </li></ul></ul>
  22. 22. Don’t forget <ul><li>Back up electronics with hard copy. </li></ul><ul><li>Get plan pre-approved by legal. </li></ul>
  23. 23. Questions to ask yourself <ul><li>How will you and your team get called? </li></ul><ul><li>Are there checklists to call key staffers? </li></ul><ul><li>Do receptionists, operators and security know what do to? </li></ul><ul><li>Do key people know who the spokespersons are? </li></ul>
  24. 24. Words of Wisdom <ul><li>Don’t lie. </li></ul><ul><li>Do the right thing. </li></ul>
  25. 25. Anne Sceia Klein President, Anne Klein Communications Group, LLC www.annekleincg.com 856-866-0411 [email_address]
  26. 26. Crisis Management Exercise Or, Are You Ready ? Why, How and When? LippService, LLC Wilmington, DE
  27. 27. The Events of 9/11 Proved Value of Drilling <ul><li>The chairman asked one simple question on 9/11/01 when the corporation’s Crisis Management Committee was convened at 10:15 a.m. </li></ul><ul><li>He said, “Where are the Crisis Management Principles?” </li></ul><ul><li>He knew the success of his management team depended on using the principles! </li></ul><ul><li>HE LEARNED THAT FROM DRILLING! </li></ul>
  28. 28. To Understand a Drill <ul><li>WILL TAKE YOU THROUGH THE ACTUAL INSTRUCTIONS OF A DRILL. </li></ul><ul><li>YOU WILL SEE THE VALUE OF A DRILL! </li></ul><ul><li>TO DRILL: YOU GOTTA HAVE A PLAN! </li></ul>
  29. 29. Objectives of a Drill (BE SPECIFIC) <ul><li>Validate capability of Small Business or Corporation to coordinate an effective response to a simulated crisis </li></ul><ul><li>Validate understanding of command and control structure and concept of operations </li></ul><ul><li>Validate understanding of roles and responsibilities </li></ul><ul><li>Validate understanding of the meet and manage process </li></ul>
  30. 30. Objectives (continued) <ul><li>Assess information flow and frequency of briefings between the Crisis Management Committee (CMC) and established or ad hoc crisis teams </li></ul><ul><li>Assess information flow and frequency of briefings between Strategic Business Units (SBUs) and Regional Offices/Staff, applicable </li></ul><ul><li>Assess ability to manage the unexpected. </li></ul>
  31. 31. Date, Time & Duration, Location <ul><li>One day of drilling and evaluation </li></ul><ul><li>Europe (London, Paris) </li></ul><ul><li>Davenport </li></ul><ul><li>Chicago </li></ul><ul><li>Unannounced exercise </li></ul><ul><ul><li>Will take place in the first half of “XX year” </li></ul></ul>
  32. 32. Simulation <ul><li>Participants will be asked to carry out response activities to a simulated crisis </li></ul><ul><li>Simulators are role-players acting out the roles of non-participating individuals or organizations </li></ul><ul><li>Simulators are technically knowledgeable about the areas they are simulating </li></ul><ul><li>Simulators use pre-scripted messages by telephone or other communications means, or spontaneous reactions to Participants </li></ul>
  33. 33. Parameters <ul><li>Full use of plans and procedures </li></ul><ul><li>No mobilization or external costs </li></ul><ul><li>Calls limited to drill participants </li></ul><ul><li>No calls to persons or organizations outside of Company and its Business Units </li></ul><ul><li>Use drill telephone directory for simulation numbers and contact info </li></ul>
  34. 34. Background <ul><li>Background Information </li></ul><ul><ul><li>Utilize currently known or anticipated events, activities, and information </li></ul></ul>
  35. 35. Background <ul><li>Participants </li></ul><ul><ul><li>Corporate Crisis Management Team (CMT) </li></ul></ul><ul><ul><li>Corporate Crisis Advisory Teams (CATs) </li></ul></ul><ul><ul><li>European Regional Crisis Team (Brussels) </li></ul></ul><ul><ul><li>Subsidiary Crisis Response Team and Leadership Team (Davenport, Iowa) </li></ul></ul><ul><ul><li>Subsidiary European Regional Crisis Response Team (Paris and London) </li></ul></ul><ul><ul><li>Biosolutions Enterprise European Regional Coordinator (Paris) </li></ul></ul>
  36. 36. Background <ul><li>Simulated </li></ul><ul><ul><li>All other non participating company groups, including: </li></ul></ul><ul><ul><ul><li>Support Functions and Business Units </li></ul></ul></ul><ul><ul><ul><li>Plants or units not involved </li></ul></ul></ul><ul><ul><li>All external groups (e.g., Customers; Financial Community; Media, Political and Regulatory officials; Contractors; General Public, etc.) </li></ul></ul>
  37. 37. Participant Guidelines – This is Critical <ul><li>During </li></ul><ul><ul><li>Participate as real </li></ul></ul><ul><ul><li>Response should reflect realistic implementation time </li></ul></ul><ul><ul><li>Communications only through agreed means (phone, email, crisis management database, fax, face-to-face) </li></ul></ul><ul><ul><li>Act in accordance with organization policy, plans and procedures; never jeopardize safety </li></ul></ul><ul><ul><li>Contact Simulation Cell to reach all non-playing groups or persons </li></ul></ul>
  38. 38. Participant Guidelines <ul><li>During </li></ul><ul><ul><li>Use telephone directory provided (call “OTHER” number at the bottom of the directory if in doubt who to call) </li></ul></ul><ul><ul><li>Answer Controller/Evaluator questions </li></ul></ul><ul><ul><li>Accept all messages and scenario information as real </li></ul></ul>
  39. 39. Participant Guidelines <ul><li>After </li></ul><ul><ul><li>Provide Controller/Evaluator with all Exercise materials </li></ul></ul><ul><ul><li>Complete Participant Evaluation Form </li></ul></ul><ul><ul><li>Participate in debriefing session </li></ul></ul><ul><ul><li>List positive performance as well as items for improvement </li></ul></ul>
  40. 40. Participant Debriefings <ul><li>Assess </li></ul><ul><ul><li>Participant and organizational structure </li></ul></ul><ul><ul><li>Decisions </li></ul></ul><ul><ul><li>Adequacy of plans and procedures </li></ul></ul><ul><ul><li>Areas of improvement and recommendations </li></ul></ul><ul><ul><li>Specific comments on exercise conduct </li></ul></ul>
  41. 41. Real Events <ul><li>In the event of an actual emergency or crisis: </li></ul><ul><ul><li>Participants will complete appropriate emergency notifications by stating “THIS IS NOT AN EXERCISE” </li></ul></ul><ul><ul><li>Notify the nearest Controller/Evaluator </li></ul></ul><ul><ul><li>Response to an actual event will take priority over drill activities </li></ul></ul>
  42. 42. Real Events <ul><li>For real medical emergencies: </li></ul><ul><ul><li>Dial Security at (in US) </li></ul></ul><ul><ul><li>(In Europe and Des Moines) use standard notification procedures </li></ul></ul><ul><li>For real media inquiries: </li></ul><ul><ul><li>Contact Media Relations at </li></ul></ul><ul><ul><li>(In Europe) contact </li></ul></ul><ul><ul><li>(In Des Moines) contact </li></ul></ul>
  43. 43. Golden Rule #1 <ul><li>“ It doesn’t do to leave a live dragon out of your calculations if you happen to live near one.” </li></ul><ul><li>— The Hobbit </li></ul><ul><li>J.R.R. Tolkien </li></ul>
  44. 44. Media’s Four Act Drama <ul><li>What happened? </li></ul><ul><li>Who’s to blame? </li></ul><ul><li>What went wrong? </li></ul><ul><li>How was the crisis managed? </li></ul>
  45. 45. “ We must indeed all hang together, or, most assuredly, we shall all hang separately.” --Benjamin Franklin Golden Rule #2
  46. 46. How To Avoid Looking Like the Villain? <ul><li>Rapid, real-time communications </li></ul><ul><li>An effective message targeted to key audiences </li></ul><ul><li>A credible spokesperson </li></ul>
  47. 47. How to Work with the News Media <ul><li>Usually your PR Contact/consultant is the “gate” to </li></ul><ul><li>News Media </li></ul><ul><li>Assess potential of interview opportunity </li></ul><ul><li>Know something about the reporter doing the </li></ul><ul><li>interview </li></ul><ul><li>Know how and where the interview will be used </li></ul><ul><li>“ Pre-interview” the reporter </li></ul><ul><ul><li>What questions do you have for the answers I have today? </li></ul></ul><ul><li>Anticipate tough questions </li></ul><ul><li>Determine your objective in advance </li></ul><ul><li>Prepare key messages </li></ul><ul><li>Practice key messages </li></ul>
  48. 48. DURING THE INTERVIEW: WHAT TO DO <ul><li>Relax and be yourself. </li></ul><ul><li>Speak informally - AVOID JARGON. </li></ul><ul><li>Give attention to reporter - not camera. </li></ul><ul><li>Answer questions openly, honestly and </li></ul><ul><li>candidly. </li></ul><ul><li>When you finish answer, STOP TALKING. </li></ul><ul><li>Don’t open a door you don’t want to. </li></ul><ul><li>Seek opening for key messages. </li></ul>
  49. 49. DURING THE INTERVIEW: WHAT TO DO (cont’d) <ul><li>Use concrete examples, anecdotes, </li></ul><ul><li>personal experience, numbers. </li></ul><ul><li>When asked a complicated question, </li></ul><ul><li>listen, think, THEN reply. </li></ul><ul><li>Don’t accept reporters’ facts and figures. </li></ul><ul><li>Challenge incorrect statements. </li></ul><ul><li>If you don’t know, say so and get information </li></ul><ul><li>later. </li></ul><ul><li>If you are asked multiple questions, answer the </li></ul><ul><li>one you like! </li></ul>
  50. 50. SIX THINGS TO REMEMBER <ul><li>Accept interviews to communicate key messages. </li></ul><ul><li>Do Not Over Answer </li></ul><ul><li>Avoid “off the record” </li></ul><ul><li>Avoid “No Comment” </li></ul><ul><li>WHAT YOU SAY WILL BE ON </li></ul><ul><li>YouTube, Blogged, Twittered and Facebooked </li></ul><ul><li>Create a Monitoring System for Social Media </li></ul>
  51. 51. Spokesperson Training Effective Delivery of the Message G. Irvin Lipp, Principal, LippService LLC (302) 652-2385 This is just the highlights. WE OFFER one-day and two-day courses on this subject. Made even more critical by today’s SOCIAL MEDIA AND HOW TO RESPOND. ASK MARS CANDY…140 CHARACTERS CAN GET YOU IN TROUBLE.
  52. 52. (888) 776.0942  information@prnewswire.com  www.PRNewswire.com The Social Landscape <ul><li>“ 71% of consumers indicate that word of mouth is the number 1 influencer IN their purchasing decisions” - AC Neilsen </li></ul><ul><li>“ Recommendations from consumers’ is ranked number 1 in levels of trust in forms of advertising, far above traditional advertising” - Forrester Research </li></ul>Never before was it so important to stay in tune with what customers are saying
  53. 53. Your Social Avenues <ul><li>Blogs </li></ul><ul><li>Social Networks </li></ul><ul><li>Twitter </li></ul><ul><li>Multimedia </li></ul><ul><li>News Releases! </li></ul>
  54. 54. The Crisis
  55. 55. The Crisis
  56. 56. The Reaction
  57. 57. The Reaction
  58. 58. The Reaction
  59. 59. The Crisis
  60. 60. The Reaction
  61. 61. The Reaction <ul><li>Now the 6 th result for Motrin </li></ul><ul><li>Over 300,000 views on YouTube </li></ul><ul><li>Response video has nearly 100,000 views </li></ul>
  62. 62. The Crisis
  63. 63. The Crisis
  64. 64. The Reaction
  65. 65. The Outcome
  66. 66. Strategies for Crisis Communications <ul><li>Identify </li></ul><ul><li>Leverage </li></ul><ul><li>Listen </li></ul><ul><li>Analyze </li></ul><ul><li>Participate </li></ul>
  67. 67. David Weiner Senior Account Supervisor PR Newswire [email_address]
  68. 68. Thank You for Joining Us Today QUESTIONS?