Crisis Management

CRISIS - PUBLIC COMMUNICATION PLAN

“Expect the unexpected” is the mantra of crisis management for PR practitioners. A crisis is any situation that threatens the integrity or reputation. These situations can be any kind of accident, fire, theft, legal dispute, flood or manmade disaster. This definition is not complete, but rather is designed to give an idea for the types of situations where one needs to follow a plan. If handled correctly the damage can be minimized. One thing to remember, that is crucial in a crisis is “tell it all, tell it fast and tell the truth”. If this is done the situation can be minimized. When a situation arises that may be a crisis the first thing to be done is to contact the Chief of the Organization.

The crisis management team:

This team is to identify what actions should be taken. The team should be comprised of individuals who are key to the situation. They should include the CEO, the chief of Public Relations, the Senior Executive from the division in charge of the area that was involved in the crisis, the safety and/or security officer, and anyone else who might be able to shed some light on the situation such as eyewitnesses. The job of this team is to come up with a plan of action and decide who the spokesperson should be. A copy of the management recall roster should include cellular phone numbers and pager numbers.

Once the crisis communication team is selected a list should be made of the people on the team and what each team member is responsible for. In addition to the crisis communication team the Public Relations or Communications department should be supplemented with competent people who can answer phones and if required escort media. Answering the media calls promptly is essential. As soon as possible a prepared statement should be given to this staff. One of the first responsibilities of the crisis communication team should be to determine the appropriate positioning or message to address the emergency. This is where "Tell it all, tell it fast and tell the truth" begins. It is always best when a mistake has been made to admit it up front, and begin doing whatever is possible to re-establish credibility and confidence with internal and external audiences. The first and foremost goal is protecting the integrity and reputation of the Organization.

Positioning

To decide on a position, it is important to step out of the role and try to view the crisis from the eye of the public. This is called Empathy. Ignoring the situation will only make things worse. Examples of categories to consider for positioning are: Human error; Clerical error; Unauthorized procedures; Inadequate supervision; Inadequate quality control; Misuse of confidential information; Errors of judgment; Inadequate standard operating procedures. While considering the position it is important to consider the wide range of consequences (e.g., legal, financial, public relations, effects on administration, effects on operations). Keep in mind that people tend to remember what they hear first and last.

Designated spokesperson:

One individual should be designated as the primary spokesperson to represent the organization, make official statements and answer media questions throughout the crisis. A back up to the designated spokesperson should also be identified to fill the position in the event that the primary spokesperson is unavailable. In addition to these two, individuals who will serve as technical experts or advisors should be designated. This will take some brainstorming by the crisis communication team since what is needed may not always be apparent. There should be an authority or technical expert in the field and be available to supplement the knowledge of the spokesperson.

Criteria for the spokesperson, backup spokesperson and crisis communication expert is: Comfortable in front of a TV camera and with reporters. Preferably, skilled in handling media, Able to establish credibility with the media, able to project confidence to the audience, straightforward and believable, accessible to the media and to internal communications personnel who will facilitate media interviews, able to remain calm in stressful situations.

Managing the media:

Select a place to be used as a media center. It should be some distance from offices of the crisis communication team; spokesperson and emergency operations center to ensure that media are not in the middle of the action. If there is a visual (a fire or rescue operation) don't make the media center in such a remote site that they can't see what is going on because they may not show up and if they do, there is every chance of losing their confidence.

If the media are currently required to be escorted then during a crisis they be escorted. These things should be considered and preparations made now to find people who can escort media during a crisis. If there are special circumstances that would require them to be escorted such as a safety hazard, they should be advised of this up front. Any change in the way the media is dealt with during a crisis may change the views of the reporter. Reporters may ask to speak to others who are involved with or have been affected by the crisis. It is best to restrict all interviews to the primary spokesperson, back-up spokesperson or technical expert. Controlling the interview process is key to managing the crisis.

However, remember that reporters have the right to interview anyone they want to and if they don't get the answers they want they will get them somewhere. They are all after the scoop. They all want a different angle than the reporter standing next to them. They will try for that scoop with anybody. If the possibility is there to provide them with what they want, consider it very carefully. All media should be treated equally. What is given to one should be available to all media.

Practice answering:

A crisis situation is always difficult when dealing with the media. Therefore, tough questions and rehearsals are necessary to help the spokesperson prepare. It is important, at the onset of the crisis, that the spokesperson, backup and advisors spend some time rehearsing prepared statements and answers to possible "tough" questions that may be asked by reporters. The Communications/Public Relations staff should prepare questions and answers for the practice sessions. Don't volunteer information unless it is a point the Organization wants to make and the question hasn't been asked. Don't talk off the record.

· Prepare "talking paper" on primary points you want to make.

· Anticipate questions--prepare responses.

· Practice answering questions.

· Cover controversial areas ahead of time.

· Audiences often remember impressions, not facts

Do's during the Interview process

- Do use specifics.

- Do use contrasts, comparisons.

- Do be enthusiastic/animated.

- Do be a listener.

- Do be cool.

Don'ts during the Interview process

- Don't accept "what if" questions.

- Don't accept "laundry list" questions.

- Don't go off the record.

- Don't think you have to answer every question.

- Don't speak for someone else.

The first news release should include a minimum of who, what, when and where of the situation. Give the facts that have been gathered from reliable sources and confirmed. Don't over reach and don't speculate. Show concern for the public and for the employees in the first press interaction. The purpose of expressing concern is to generate good will. If employees and customers don't feel like insiders, they are going to act like outsiders. Remember, “Employees are the assets beyond balance sheet figures”. Refresh the lists of publics who should be your targeted audience. When working on a crisis consider what the most effective method of communication would be for each group.

Diamond shines only when it is rubbed and polished. PR practitioners can prove their mettle only on successful handling of a crisis. Any crisis can be managed with a well laid out Public Communication Plan.