The IThe Institute for nstitute for Crisis ManagementCrisis Management
The IThe Institute for nstitute for Crisis ManagementCrisis Management
AndAnd
SGMPSGMP Bluegrass Chapter Bluegrass Chapter
Presents Presents
Crisis PreventionCrisis PreventionAnd PlanningAnd Planning
September 30, 2003September 30, 2003
DEFINITION OF A CRISISDEFINITION OF A CRISISDEFINITION OF A CRISISDEFINITION OF A CRISIS
A significant disruption which triggers negative A significant disruption which triggers negative stakeholder reaction, impacting your event or stakeholder reaction, impacting your event or
event & budgetevent & budget
Different Types of CrisesDifferent Types of Crises • • SuddenSudden • Perceptual• Perceptual
• • Smoldering Smoldering • Bizarre• Bizarre
Adverse Organization ImpactAdverse Organization Impact • • VolunteersVolunteers • Operating expenses• Operating expenses • • JobsJobs • Employee morale• Employee morale • • reputation • Competitive strength reputation • Competitive strength
• • Legal Action Legal Action • Consumer action• Consumer action • • Management MistrustManagement Mistrust
Hair Raising HeadlinesHair Raising HeadlinesHair Raising HeadlinesHair Raising Headlines
Convention Guest Says Waiter Spit in his SoupConvention Guest Says Waiter Spit in his Soup
Key West tries to get the party restarted: Hurricane Wilma Key West tries to get the party restarted: Hurricane Wilma was devastating was devastating
33 Suffer Smoke Inhalation in Hotel Fire33 Suffer Smoke Inhalation in Hotel Fire
Planners Waylaid by StrikePlanners Waylaid by Strike
AAUP board votes to pull annual conference from hotelAAUP board votes to pull annual conference from hotel
Hyatt Boston lays off 100 housekeepers; Boycott SoughtHyatt Boston lays off 100 housekeepers; Boycott Sought
Crisis OriginsCrisis Origins1999-20081999-2008
Crisis OriginsCrisis Origins1999-20081999-2008
Crisis TypesCrisis Types1999-20081999-2008
Crisis TypesCrisis Types1999-20081999-2008
2008 Crisis Categories2008 Crisis Categories2008 Crisis Categories2008 Crisis Categories
What Kind of Crises ShouldWhat Kind of Crises ShouldYou Plan ForYou Plan For
What Kind of Crises ShouldWhat Kind of Crises ShouldYou Plan ForYou Plan For
Most Involve PeopleMost Involve People
1. Harassment1. Harassment
2. Mismanagement2. Mismanagement
3. Consumer Issues3. Consumer Issues
4. HR/Sex Abuse4. HR/Sex Abuse
5. Whistle Blower5. Whistle Blower
6. Discrimination6. Discrimination
7. Theft/Fraud7. Theft/Fraud
8. Workplace Violence8. Workplace Violence
9. Natural Disasters9. Natural Disasters
Different Kinds of Different Kinds of Crisis PlansCrisis Plans
Different Kinds of Different Kinds of Crisis PlansCrisis Plans
Crisis Operations PlanCrisis Operations Plan
Crisis Communication Crisis Communication PlanPlan
Business Recovery PlanBusiness Recovery Plan
Who’s On the Crisis TeamWho’s On the Crisis TeamWho’s On the Crisis TeamWho’s On the Crisis Team
Representatives from:Representatives from: Event PlanningEvent Planning LegalLegal Event Production TeamEvent Production Team FinanceFinance CommunicationsCommunications ITIT SecuritySecurity AdministrationAdministration
The GoalThe GoalThe GoalThe Goal Keep event On TrackKeep event On Track Get back to serving participantsGet back to serving participants No problem recruiting No problem recruiting
volunteer staffvolunteer staff Event staff still trusts leadershipEvent staff still trusts leadership Prevent lawsuits Prevent lawsuits Protect/Restore Reputation of Protect/Restore Reputation of
organizationorganization
REALITIES OF A SUDDEN CRISISREALITIES OF A SUDDEN CRISIS REALITIES OF A SUDDEN CRISISREALITIES OF A SUDDEN CRISIS
Initial ChaosInitial Chaos
1.1. Crisis timing invariably is awfulCrisis timing invariably is awful
2.2. Human & hardware communication problemsHuman & hardware communication problems
3.3. News media pressure and rumorsNews media pressure and rumors
Inevitable AftershocksInevitable Aftershocks
1.1. Discovery/Disclosure of other problems related to Discovery/Disclosure of other problems related to the crisisthe crisis
2.2. Investigations by federal, state, local government Investigations by federal, state, local government officialsofficials
3.3. Lawsuits and financial penaltiesLawsuits and financial penalties
4.4. lost business, management changes lost business, management changes
ICM Approach To Managing ICM Approach To Managing Sudden CrisesSudden Crises
ICM Approach To Managing ICM Approach To Managing Sudden CrisesSudden Crises
1.1. Have a Crisis Plan That Can Be Implemented QuicklyHave a Crisis Plan That Can Be Implemented Quickly
2.2. Base Everything You Say on Factual, Confirmed InfoBase Everything You Say on Factual, Confirmed Info
3.3. Notify Management and Communication People ASAPNotify Management and Communication People ASAP
4.4. AnticipateAnticipate Media Reactions and Be Ready To Respond Media Reactions and Be Ready To Respond
5.5. Coordinate Communications With Government Agencies Coordinate Communications With Government Agencies
6.6. Line Up Additional help for the First 48 HoursLine Up Additional help for the First 48 Hours
7.7. Manage the Aftermath as Effectively As the Initial Crisis Manage the Aftermath as Effectively As the Initial Crisis
8.8. Document Everything You Do During the Crisis Document Everything You Do During the Crisis **
9.9. Debrief Everyone on How the Crisis Was ManagedDebrief Everyone on How the Crisis Was Managed
Don’t Manage Your Crisis Don’t Manage Your Crisis In the Parking Lot or LobbyIn the Parking Lot or LobbyDon’t Manage Your Crisis Don’t Manage Your Crisis In the Parking Lot or LobbyIn the Parking Lot or Lobby
• Create A Crisis Create A Crisis
Command CenterCommand Center
Identify a Back-Up SiteIdentify a Back-Up Site
• Create a Media Center Create a Media Center
Select Back-Up SiteSelect Back-Up Site
• Create Guest/Family Create Guest/Family
Holding AreaHolding Area
Crisis Management 1Crisis Management 1stst Steps StepsCrisis Management 1Crisis Management 1stst Steps Steps
Activate the Crisis TeamActivate the Crisis Team
Begin gathering informationBegin gathering information»Critical for both operational & Critical for both operational &
communication decisionscommunication decisions»Determine what you know & what Determine what you know & what
you don’t knowyou don’t know
Identify Key AudiencesIdentify Key Audiences
Identify and Communicate with Identify and Communicate with Key AudiencesKey Audiences
Identify and Communicate with Identify and Communicate with Key AudiencesKey Audiences
Select/Target/FocusSelect/Target/Focus
– Staff/VolunteersStaff/Volunteers
– GuestsGuests
– VendorsVendors
– AgenciesAgencies
– CommunityCommunity
Crisis Management Next Crisis Management Next StepsSteps
Crisis Management Next Crisis Management Next StepsSteps
Begin developing messagesBegin developing messages Set communication prioritiesSet communication priorities AnticipateAnticipate Do somethingDo something DocumentDocument Debrief & reviewDebrief & review
– Learn from the experienceLearn from the experience
Realities of a Smoldering Realities of a Smoldering CrisisCrisis
Realities of a Smoldering Realities of a Smoldering CrisisCrisis
Much more likely to occur and sometimes Much more likely to occur and sometimes much more difficult to identify initiallymuch more difficult to identify initially
Often a problem that management avoids, Often a problem that management avoids, ignores or misunderstands in terms of its ignores or misunderstands in terms of its potential severitypotential severity
Mismanagement or human error Mismanagement or human error frequently involvedfrequently involved
Don’t Forget Don’t Forget Registration and SecurityRegistration and Security
Don’t Forget Don’t Forget Registration and SecurityRegistration and Security
Prepare & TrainPrepare & TrainFirst Line First Line PersonnelPersonnel
Registration staffRegistration staff VolunteersVolunteers Security StaffSecurity Staff
HOW THE MEDIA OPERATESHOW THE MEDIA OPERATESHOW THE MEDIA OPERATESHOW THE MEDIA OPERATES
What Happens When A Crisis What Happens When A Crisis Goes PublicGoes Public
Media Onslaught Within MinutesMedia Onslaught Within Minutes
Instant Experts and AuthoritiesInstant Experts and Authorities
24-Hour News Coverage24-Hour News Coverage
Pack Journalism PressuresPack Journalism Pressures
Give Your Organization a Give Your Organization a Crisis Preparedness PhysicalCrisis Preparedness PhysicalGive Your Organization a Give Your Organization a
Crisis Preparedness PhysicalCrisis Preparedness Physical
1.1. What kind of management notification system do we have in What kind of management notification system do we have in place for responding to emergencies during non-business hours? place for responding to emergencies during non-business hours? How good is it?How good is it?
2.2. What’s our event emergency response plan like and how sure are What’s our event emergency response plan like and how sure are we that it will work in a crisis? Has it ever been used or tested? we that it will work in a crisis? Has it ever been used or tested? Updated?Updated?
3.3. Who would be our spokespersons and how good would they be in Who would be our spokespersons and how good would they be in responding to a mob of reporters and TV cameras?responding to a mob of reporters and TV cameras?
4.4. How much information would we be willing to give out? Who How much information would we be willing to give out? Who would decide what would be said?would decide what would be said?
5.5. How would we inform our staff, attendees and other key How would we inform our staff, attendees and other key audiences and how long would it take?audiences and how long would it take?
6.6. What crises have our competitors had and how well would we What crises have our competitors had and how well would we have done if it had been us instead of them?have done if it had been us instead of them?
7.7. How well did we handle our most negative news event that went How well did we handle our most negative news event that went “public?” “public?”
8. What would we do differently if we had it to do all over again?8. What would we do differently if we had it to do all over again?