TODAY’S AGENDA Introduction - Getting to Know Crisis Managing A Crisis - Crisis Communication Dealing with the Media
PART I : INTRODUCTION
GETTING TO KNOW CRISIS
WHAT IS A CRISIS?


A Crisis is a major occurrence with a potentially negative outcome affecting the organisation, company or industry, as well as it public products, services or goods name. SOURCE: UNIVERSITY OF WASHINGTON
DEFINE THE SITUATION EMERGENCY A serious situation or unexpected occurrence that demands immediate action and communication
ACCIDENT An unexpected and undesirable event, actually one resulting in damage or injury. ISSUE A topic of discussion, a matter in dispute or a sensitive subject with an organisation, industry or society.
DEFENITION
CRISIS A critical or decisive point at which an organisation’s response to an issues accident or emergency threatens the reputation and/or future standing of the organisation.
WHY CRISIS HAPPEN? 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/defence.
THE WARNING • No organization is immune from a crisis. • Communication matters in a crisis. • Be prepared to communicate effectively in a crisis.
PART II: MANAGING A CRISIS
CRISIS COMMUNICATION
CRISIS COMMUNICATION is a sub-specialty of the public relations profession that is design to protect and defence an individual company or organisation facing a public challenge to 
 its reputation
FIVE TENETS OF CRISIS COMMUNICATION
PR OM PT
INFORMATIVE
COMPASSIONATE INTERACTIVE HON EST
THE CRISIS NEWS CYCLE • • • • • •
Initial story - facts. Follow-up (news details, angles, opportunities). Manage competence become the story (Loss of credibility and control). Regulatory, political or board feel reaction (Blame & house cleaning) Coverage of investigation and recovery. Next time, anniversary coverage.
THREE C’S OF SUCCESS IN CRISIS COMMUNICATION C
CONTROL Take appropriate action, explain it.
C
CONCERN
C
CREDIBILITY
Demonstrate concern, compassion.
•
Know the fact
•
Be first with the news
•
Build trust
PART III :
DEALING WITH THE MEDIA
Designate a single point of contact for the press interview The CEO/ President should be spokesperson for the press contact when a critical message needed to be conveyed, a more authoritative presence is needed or there is controversy. The spokesperson should be accessible around the clock and be prepared to go to the scene of an incident involving a company truck, facility or employee as quickly as possible when required. All media calls for information should be directed to the spokesperson.
It is not about answering the question. Prepare for the interview. Make notes listing points you want to make during interviews, and volunteer them, even if the reporter does not ask the right questions. Speak slowly and in short sentences, allowing the reporter to take notes. Avoid using industry jargon that the reporter might not fully understand or could misinterpret.
Control message and information General information about the company should be prepared in the form of a backgrounder that can be kept on ďŹ le and distributed to reporters at the time of an incident. Include details about the size of the eet, the company’s good safety record, community service and other positive information that helps position the company as a responsible and upstanding corporate citizen. Prepare the talking point Make statement about the issue Explain company perspective Shape the story
Be forthcoming. Don’t lie or spin the truth. If there is a blame, admit it and share what you will do to fix the problem and how you will make sure it doesn’t happen again. Follow through and actually take the action you promise.
Two words to avoid Never say “No Comment� to a reporter. That can be interpreted in several ways (all negative), namely, that you have something to hide, that you’re not interested in being cooperative, or that you are not concerned.
Reach out third parties for credibilities. Third-party endorsement is now more inuential than ever. Think like a journalist - who will they ask to comment? 'This is not about charming or coercing people, but about connecting. Ensure you take a proper look at who will comment on your story.
Listen for news and concerns. Listen, listen, listen!
Listen to what others are saying, what they’re not saying and where they are and are not saying it.
Social media need its own crisis plan Don’t forget about the immediacy of social media, often with photographic evidence of the crisis. A story can go viral before you’ve even heard about it at head office.
• Act promptly – if you dither, somebody could get their story into the media first and put on the back foot, so your team needs to be ready. • Front up –You need to respond to on-line comments and take control the situation before it escalates. • Don’t spin – stick to the facts. What happened and what you are doing to remedy this
Have tools in place to monitor the news and social media
“A good reputation is more valuable than money.� Publilius Syrus, Roman author 1st century BC