international crisis management conference - crisis … · 2017. 7. 5. · the international crisis...
TRANSCRIPT
Crisis Communications – Planning, Response and Barriers to Success
June 29th, 2017 1100 to 1200hrs EST
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
Thank you!
• Communications professional for 35 years
• Science background — led to work in chemicals, energy, waste disposal, environmental issues, new technologies
• Crises — preparedness; management; exercises
• Risk Communication
• Media Trainer
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
About me
Today’s Agenda1. Crisis Communications: Goals & Strategies2. Creating Crisis Communications Plan3. Monitoring4. Risk Communication5. Validating Crisis Communications Capabilities6. Measuring Crisis Communications Effectiveness 7. Barriers to Effective Communications8. What’s Next?9. Summary, Questions
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
• Protect and preserve your organization and its reputation
• Be the authoritative, trustworthy source of info
• Project competence, trustworthiness and humanity
• Put crisis in the past
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
1. Crisis Communications: Goals
• BEFORE: Prepare for Crises— Develop & test plans, team — Rank incident— Train— Build your brand— Nurture stakeholder relations— Monitor
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
1. Crisis Communications: Strategies
• DURING:— Tell it first, fast and honestly to appropriate stakeholders
— Keep focus on employees
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
1. Crisis Communications: Strategies
• After:— Assess effectiveness of plans — Identify mistakes— Modify and refine plans and training— Rebuild
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
1. Crisis Communications: Strategies
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
1. Before: Build a Strong BrandIn a crisis, strong brands have BIG advantages:1. Customer loyalty
2. Humanity and credibility
3. Employee support
4. Healthy balance in “Goodwill Bank Account”
5. Support from respected 3rd-parties
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
1. Before: Cultivate strong, working relationships with stakeholders
• Local first responders• Local communities• Elected officials • Community leaders• Outside contractors and vendors• Media• Social media• Employees
2. Successful Crisis Communications Plans Have These Attributes:• Simple. Checklists up front.
• Bring together Operations and Communications
• Prior approvals for “boiler plate” documents
• Identify respected 3rd-party supporters
• Identify and plan for specific potential crises
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
2. Crisis Communications PlanTable of Contents
Crisis Communications Checklist (Quick Guide)
STEP 1: An Early-Warning System and Preparations• Establish Crisis Team; org chart• Choose spokesperson(s) • “War room” with off-site backup location • Stakeholder registry• Empower employees to detect and notify • Monitor • Approved document templates
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
2. Crisis Communications Plan (cont’d)
STEP 2: Categorize the Severity of the Incident
What is or could be the impact on
1. People
2. Operations & Finances
3. Environment
4. Reputation
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
2. Crisis Communications Plan (cont’d)
Responses must be proportional to the severity
STEP 2: Categorize the Severity of the Incident
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
2. Crisis Communications Plan (cont’d)
STEP 3: Assemble the Crisis Response and Communications Team
STEP 4: Formulate strategies and tactical action plan
STEP 5: Communications Team develops key messages and “proof points”
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
2. Crisis Communications Plan (cont’d)
STEP 6: Internal CommunicationsEmployees, investors, BoD, etc.
STEP 7: External Communications —Coordinate messages with local responders, officials, etc.
APPENDICES – Contacts list; Document templates and sample documents
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
2. Factor in Social Media in All Planning
2.Detailed Planning for Specific Crises
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
SCENARIO G: Toxic Spill Threatens CommunityLikelihood: Above average Consequence: High
Communications Strategy ••
Stakeholders ••
Key Messages & Proof Pts. •••
Actions •••
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
Holding Statement, other documents, videos, web site, etc.
••
Q&As for Internal Use ••
Fact Sheet & Q&As for External Release
•••
Desired Outcomes, Potential Outcomes & Additional Notes
•••
2. Detailed Planning (cont’d)
QUESTIONS?
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
3. Monitoring, Issues Identification
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
Human judgment and APPs work together
4. Risk Communication
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
… are often entirely different from the risks that actually harm people but don’t scare them.The risks that scare people
but don’t harm them …
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
4. Risk = Hazard X Outrage
Hazard
Outrage
A
B
C
A, B & C represent different risks
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
4. Risk = Hazard X Outrage
Hazard
Outrage
GMOs, PowerLines
Ticks and Lyme disease
BP Gulf spill, Takata air bags
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
4. How Do We Reduce Outrage?
• Listen• Cede some control
– Community advisory panels– Social Media engagement– Hotline that provides prompt answers
• Know how to communicate risk• Find common ground. Focus on valid complaints.• Educate through trusted third parties• Be human - empathize
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
Trust and Empathy
Honesty and Openness
Competence and Expertise
Commitment and Dedication
Key Elements in Trust and Credibility
Source: Center for Risk Communication
Fifty percent of your credibility will depend on whether you are perceived as caring and empathetic within the first 10 to 30 seconds of your client interactions.
5. Validate Crisis Communications Response Capabilities
• Regularly test plans and crisis team with realistically simulated crisis exercises.
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
6. Measuring Crisis Communications Effectiveness (Stakeholder Engagement)
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
• Personal interviews• Polls• Focus Groups• Town Meetings• Community Advisory Panels• Media coverage analysis• Social Media Dialogue• Commercial products
7. Barriers to Effective Crisis Communications
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
• Not projecting authentic humanity/empathy• Lack of transparency, trust and credibility• Hiding from the media or being slow with info • Misleading or lying• Using jargon and rhetoric• Not communicating with employees• Opposition groups or disreputable news organizations distort your position
8. What’s Next?
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
• Do You Have a Crisis and Crisis Comm. plan?
• Do you test it with regular exercises?
• Are your spokespersons media trained?
• Is your brand strong?• Are your stakeholder
relations solid?• Are you monitoring?
Crisis
9. Summary — Top 10 Best Practices
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
10. Have a Crisis Communications Plan that’s integrated with your operational Crisis Plan
9. Identify specific most likely/highest impact crisis scenarios and develop scenario-specific plans
8. Build a strong brand
7. Tell your story first, fast and honestly
6. Integrate social media. Have a social media policy
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
5. Focus on employees, your most important stakeholder group
4. Use 3rd-party trusted experts
3. Know and use the principles of Risk Communication
2. Train and rehearse spokespersons
Top 10 Best Practices
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
And, the number 1 rule to follow in Crisis Communications:
1. Empathize (Be human)
Top 10 Best Practices
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
Don’t let this happen to you
“I’d like my life back.”— Tony Hayward
QUESTIONS?
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7
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T h e I n t e r n a t i o n a l C r i s i s M a n a g e m e n t C o n f e r e n c e , L L C - 2 0 1 7