Vol. 8 the BOOK of STRATEGIES & TACTICS

THE BOOK OF CRISIS MANAGEMENT STRATEGIES & TACTICS

prnewsonline.com Vol. 8

00_Cover.indd 1 5/20/15 4:50:53 PM ISSN 1546-0193 Group Editor, Matthew Schwartz, 212.621.4940, [email protected] Editorial Director/Events, Steve Goldstein, [email protected] Foreword Graphic Designer, Yelena Shamis, [email protected] Group Content Manager, Richard Brownell, Dear reader: [email protected] Writer/Editor, Brian Greene, [email protected] Crises are a natural part of doing business. When Director of Marketing, Laura Snitkovskiy, handled well, a crisis can demonstrate your [email protected] Director of Market Development, organization’s ability to put people before profi ts and Laurie M. Hofmann, [email protected] VP of Marketing, Amy Jefferies, truth before spin. When handled poorly, a crisis can [email protected] infl ict irreparable damage to your organization’s image. As they unfold in Marketing Coordinator, Rachel Scharmann, [email protected] the media, in the digital space and elsewhere, crises test your organization’s SVP/Group Publisher, Diane Schwartz [email protected] mettle and capacity to maintain composure under pressure. President & CEO, Don Pazour Chief Operating Officer, Heather Farley Crisis management is an art, not a science. In this 8th edition of PR News’ PR News Advisory Board Book of Crisis Management Strategies & Tactics, you will discover many Paul A. Argenti – Tuck School of Business Ned Barnett – Barnett Marketing Communications diff erent views on this art, and you are certain to fi nd takeaways from our Mary Buhay – Gibbs & Soell Steve Cody – Peppercomm contributors that will transform the way your organization handles crises. Neal Cohen – APCO Carol Cone – Edelman Th e content in this book will provide you with guidance on how to handle Peter Debreceny – Gagen MacDonald Christopher L. Hammond – Wells Fargo the press, your social media audience, your spokespeople, your employees Mike Herman – Communication Sciences Laura Kane – Marsh and more. Our contributors break down the lessons and insights gleaned Ken Makovsky – Makovsky Michael McDougall – McDougall Communications from the major crises that have dominated headlines over the past year, Larry Parnell – George Washington University from the Ebola epidemic in West Africa to Anthem’s record setting data Mike Paul – Reputation Doctor LLC Deborah Radman - Senior PR Consultant breach to Brian Williams’ Iraq War stories and beyond. Brenda C. Siler – Communications Director AARP D.C. Stephanie Smirnov - Edelman Helene Solomon – Solomon McCown & Co. In addition, this book features sample crisis planning materials and Doug Spong – SPONG resources that you can immediately add to your company’s crisis Cheryl Walsh – FIRST Mark Weiner – PRIME Research preparation protocol. PR News Board of Contributors Dave Armon – 3BL Media Th e authors in this book span a variety of disciplines and backgrounds— Andy Gilman – CommCore Consulting Bruce Jeffries-Fox – Jeffries-Fox Associates from agencies, corporations, nonprofi ts and academia—bringing you the Angela Jeffrey – Salience Insight Richard Laermer – RLM Public Relations latest strategies on how to prepare for and handle crises. Th ese experts Richard Levick – Levick Strategic Comms present hard-earned wisdom in these pages, off ering step-by-step action Ian Lipner – Lewis PR/YoungPRpros Maureen O’Connell – Cone Communications plans for getting through the fi rst moments of a crisis, tips for craft ing Katie Paine – Paine Publishing LLC John Roderick – J. Roderick Inc. messages under pressure, insight into dealing with social media trolls, Rodger Roeser – The Eisen Agency checklists to gauge your readiness for a crisis and much more. Lou Thompson – Kalorama Partners Reid Walker – Dir. of Communications, United States Senate Tom Martin – College of Charleston I want to thank the contributors to this Guidebook who so eloquently Group Subscriptions - Laurie M. Hofmann, shared their ideas, tips and best practices. And I want to thank you, our [email protected] Additional Copies & Article Reprints - reader, for taking time to learn more about crisis management. Th e current Contact Wright’s Media, 877-652-5295; [email protected] environment demands expert crisis management, and this book will help you deliver it.

Published weekly by Access Intelligence, LLC 4 Choke Cherry Road, Rockville, MD 20850 Client Services: Brian Greene Phone: 888.707.5814 • Fax: 301.309.3847 e-mail: [email protected] Editor, PR News New York Editorial Office: 40 Wall Street, 50th floor, New York, NY 10005 Phone: 212.621.4890 • Fax: 212.621.4879

For subscribers only: full access to PR News article archives at www.prnewsonline.com

01_Intro_Pages.indd 5 5/20/15 4:00:18 PM Table of Contents Foreword...... 5 Index...... 188 Board of Contributors...... 190

Chapter 1—Media Relations...... 11 A Proactive Approach to Working With the Media Before, During and After a Crisis...... 12 By Robert S. Fleming

Media Management: After Newspaper Snafu, PR Is a Lifesaver for Navy Pier...... 17 By Victoria Gestner

B2B Media Relations: How to Succeed in the Specialized World of Trade Press...... 19 By Keerti Baker

How to Own Your Message and Protect Your Brand in an Era of Information Leaks...... 25 By Allison Steinberg

Lessons from Organ Transplantation: Media Crisis Management Dos and Don’ts...... 29 By Joel D. Newman

Strategies and Tactics for Becoming a Media Relations Miracle Worker...... 33 By Cindy Bertram

Chapter 2—Internal Communications...... 37 How to Coordinate Your Internal Crisis Response Across Your Organization...... 38 By Nick Ludlum

In a Snap: 15 Tips for Faster, More Effective Employee Communications in a Crisis...... 42 By Deborah Hileman

Using Multiple Channels to Understand and Improve Internal Communications...... 46 By Stephanie A. Smith

Crisis Communications from the Inside Out: Internal Procedures for Emergencies...... 50 By Melinda Merillat

Comcast Customer Service Debacle Points Out Need for HR/PR Collaboration...... 56 By PR News Editors

6 The Book of Crisis Management Strategies & Tactics Vol. 8 © PR News

01_Intro_Pages.indd 6 5/20/15 4:00:18 PM Chapter 3—Social Media...... 61 A Press Conference for Millions: Crisis Management in the Social Media Era...... 62 By Stuart Sweet

Managing a Digital Crisis Is About Owning It from the Beginning...... 65 By David Andrew Goldman

Effectively Managing a Crisis on Social Media and Minimizing Public Backlash...... 69 By Julie Staadecker

The Power of Social Media in Assessing Risk During Crisis Communications...... 73 By Ximena N. Beltran Quan Kiu

How to Use Social Media to Prevent, Manage and Recover From Crises...... 76 By Ann Andrews Morris

When Social Hits the Fan: How to Prepare for and Manage a Social Media Fail...... 81 By Ann Marie van den Hurk

The Role of Response Strategies on Social Media During a Health Crisis...... 84 By Michail Vafeiadis

Chapter 4—Executive and Spokesperson Training...... 89 Strive for Balance in Preparation for and Execution of Crisis Messaging...... 90 By Beth Whelley

Preparing Public Sector Executives to Shine During Crisis Communications...... 93 By Lauren Hansen

Taking a Stand: Communicating with Difficult CEOs Requires Thick Skin...... 98 By PR News Editors

Writing for the Eye, Not for the Ear: Turning Presentations Into Conversations...... 101 By Karen Friedman

‘I Take That Back!’ How Lack of Effective Media Training Can Lead to Disaster...... 104 By Jeffrey S. Morosoff

01_Intro_Pages.indd 7 5/20/15 4:00:18 PM Chapter 5—Issues Management and Public Policy...... 109 Responding to a Black Swan Event: Communication in the 2014 Ebola Epidemic...... 110 By Jana L. Telfer

When Striving to Influence Public Policy, Communicate Early and Often...... 116 By Tonya Y. Parker

How to Rebuild a City’s Damaged Image: 7 Post-Crisis Lessons from New Orleans...... 119 By Brad Weaber and Kelly Schulz

After a Public Scandal, PR Is Only as Effective as the Reforms It Leads To...... 121 By PR News Editors

As Companies Emerge from Scandal, It’s Up to PR Pros to Lead the Way...... 123 By PR News Editors

Chapter 6—The Crisis Plan...... 127 Hot Crisis/Cold Crisis: Rethinking PR’s Approach to Community Outrage...... 128 By Rusty Cawley

How PR Professionals Can Prepare for and React to a Data Security Breach...... 135 By Liz Zarins

In the Heat of a Crisis, How Will Your Communications Plan Work?...... 140 By Gene Grabowski

The Impact of Security Breach Trends on Crisis Communications Planning...... 142 By Derek Lyons

Breaking the CODE for Credibility and Winning Over Your Audience...... 146 By Leonard S. Greenberger

What’s Missing from Your Plan? The Role of Communications in Crisis Response...... 150 By Simon R. Barker

8 The Book of Crisis Management Strategies & Tactics Vol. 8 © PR News

01_Intro_Pages.indd 8 5/20/15 4:00:18 PM Chapter 7—Case Studies...... 157 How a Mushroom Almost Poisoned the Reputation of a Respected Magazine...... 158 By Carol Klimas

The Brian Williams Iraq War Affair: A Teachable Moment for Crisis PR...... 162 By PR News Editors

6 Truths of Social Media from a Grassroots Crisis Communications Campaign...... 165 By Christie M. Kleinmann

5 Crisis Communication Lessons Learned from the Ebola Outbreak...... 171 By Mina Chang

Anthem’s Cyber Attack Demonstrates Dos and Don’ts of Crisis Communications...... 173 By Anna Keeve

Crisis—Danger or Opportunity? Lessons from a Vampire Bombing Incident...... 176 By Sharon Thomas

Chapter 8—Sample Crisis Planning Materials and Resources ...... 181 Internal Crisis Communication Flowchart...... 182 Courtesy of Terry Bryan

Crisis Communication Questionnaire...... 184 Courtesy of Melinda Merillat

Pre-Written Crisis Alert Script...... 185 Courtesy of Melinda Merillat

01_Intro_Pages.indd 9 5/20/15 4:00:18 PM Chapter 2: Internal Communications

Using Multiple Channels to Understand And Improve Internal Communications By Stephanie A. Smith

ommunicating information to channels to communicate such as email, phone, employees and satisfaction with instant messaging and video platforms. Com- internal communication can bining the use of multiple channels with the make or break the success of theoretical foundation of media richness theory an organization. Studies have provides suggestions for how to maintain and shown that when employees have greater improve employee communication satisfaction. Clevels of communication satisfaction, organi- Media richness theory has emerged as one of zations experience increases in retention rates the most widely studied and cited frameworks and employee productivity. Likewise, em- in the body of research on organizational com- ployees experience increased job satisfaction munication and media use (D’Urso & Rains, and decreased absenteeism. However, under- 2008). The premise of media richness theory standing how to communicate effectively with is that a communication medium should be employees can be challenging. matched to the needs of the message for effec- Media richness theory is a classic commu- tive communication (Lengel & Daft, 1988). nication theory that encourages matching the Richness concerns a medium’s capacity to communication medium (channel) to the mes- convey various types of information cues in a sage. Supervisors and employees use a variety of manner that approximates face-to-face commu-

46 The Book of Crisis Management Strategies & Tactics Vol. 8 © PR News

03_Chapter_2.indd 46 5/20/15 4:02:18 PM Chapter 2 Internal Communications:

nication (Sheer, 2011). Media richness follows a addition, when a message and medium mis- continuum from high richness (i.e. face-to-face) match occurs, communication parties have to to low richness (i.e. bulletin boards) for under- engage in compensating communication activi- standing the transmission of messages. ties, which takes additional time and resources The richness of a medium comprises four (McGrath, Hollinshead, & O’Connor, 1993). major aspects: Media richness research has spent a consid- 1. The availability of instant feedback, which erable amount of time identifying the limita- allows questions to be asked and answered tions of one channel versus others. For example, 2. The use of multiple cues, such as physical David Jacobsen argued that new media, such as presence, vocal inflection, body gestures, instant messaging and online communication, words, numbers and graphic symbols are limited in conveying the same amount of 3. The use of natural language, which can information as a face-to-face conversation. The be used to convey an understanding of a absence of being in the same place makes physi- broad set of concepts and ideas 4. The personal focus of the medium (Lengel cal and other non-verbal cues such as tone of & Daft, 1988) voice and eye contact impossible (Kock, 2004). When none or only a few of these attributes Henderson and Gilding illustrated that are present, a medium is considered “lean” communicating via lean mediums could affect (Sheer, 2011). Face-to-face is considered the the effectiveness and amount of self-disclosure, richest medium because it allows for all four thereby influencing reciprocity and trust. Vivian aspects important to communication. The most C. Sheer’s 2011 study discovered that a popular effective choice of media is that which matches reason for the abundance of instant message use the intended outcome for a message, which between friends is the ability to control informa- indicates whether a rich or lean media should tion and self-presentation, which could also be be utilized for message distribution (Easton & applied to co-worker relationships. D’Urso and Bommelje, 2011). Rains found support indicating that richness is based on perception and that it may be shaped by interpersonal factors such as one’s relevant An employee’s workplace experiences, which is another finding that may communication satisfaction lend insight into communication channel satis- is positively and negatively faction between co-workers. influenced by the use of Results of an empirical survey of more than multiple communication 500 full-time employees from a variety of orga- channels. nizations indicate that an employee’s workplace communication satisfaction is positively and Media richness theory holds that messages negatively influenced by the use of multiple should be communicated on channels with ap- communication channels. propriate richness capabilities. When informa- For example, communication satisfaction is tion is communicated using an inappropriate highest when a variety of channels are available, channel, the information likely is to be misinter- including instant messaging and video solu- preted or seen as ineffective with regard to the tions. This increases communication satisfaction intended purpose (Carlson & Zmud, 1999). In because it provides employees with a choice and

03_Chapter_2.indd 47 5/20/15 4:02:18 PM Chapter 2: Internal Communications

an opportunity to better match the medium to implications of not matching the medium to the the message, supporting media richness theory. message, as suggested by media richness theory. Moreover, employees can increase their com- Finally, when employees do not feel competent munication satisfaction by using multiple chan- using multiple communication channels, their nels to communicate the same message. communication satisfaction is lessened. Employees and supervisors in the study Media richness theory can be used as a guid- noted how they can follow up face-to-face ing foundation to better understand employee communication with an email recap or send an communication satisfaction. With teleworking email alerting someone to an important voice- arrangements on the rise and employees con- mail message. Employees also favor the use of stantly on the go, it’s important for management multiple channels when they need a written to understand how to maximize communica- record of information. tion with employees using a variety of commu- While the use of multiple communication nication channels. The results presented high- channels can increase employee communication light how matching the medium to the message satisfaction, the use of multiple channels can and using multiple communication channels also decrease communication satisfaction when to distribute the same information can increase the channels are used inappropriately. For ex- employee communication satisfaction. ample, employees noted how they did not think Organizations should provide a variety of instant messaging was an appropriate medium communication channels to employees so that for transmitting important information but employee communication satisfaction can be rather is better suited for informal, quick com- optimized. When employees experience greater munications. Also, employees preferred to com- levels of communication satisfaction, they also municate with supervisors about big projects experience greater levels of job satisfaction, and evaluations face-to-face rather than through which increase productivity and retention rates, email or on the phone. When supervisors and which lead to organizational benefits. employees rely solely on email or the phone for all communication, it strains the options for interactivity and reciprocity, which can elongate Stephanie A. Smith, PhD., is assistant and complicate tasks. This point illustrates the professor of public relations at Virginia Tech.

DO DON’T Use face-to-face communication for sharing Use a channel simply out of convenience. important information when possible.

Provide information needing recall, such as Rely on channels that limit immediate talking points, via written channels like email. feedback such as email and voicemail.

Consider using multiple channels to share the same information. Send meeting minutes via Use a lean medium to communicate a rich email, or follow up an in-person conversation message. Match the medium to your message. with a voicemail.

Make a variety of channels available for use so Be afraid to try new things such as holding employees can select the appropriate medium meetings via video solutions or using instant for the message. messaging for informal conversations.

48 The Book of Crisis Management Strategies & Tactics Vol. 8 © PR News

03_Chapter_2.indd 48 5/20/15 4:02:18 PM Chapter 2 Internal Communications:

References

Carlson, J., & Zmud, R. (1999). Channel expan- Kock, N. (2004). The psychobiological model: Towards a sion theory and the experiential nature of media rich- new theory of computer-mediated communication based ness perceptions. Academy of Management Journal, on Darwinian evolution. Organizational Science, 15, 42, 153-170. 327-349. D’Urso, S., & Rains, S. (2008). Examining the scope Lengel, R., & Daft, R. (1988). The selection of com- of channel expansion: A test of channel expansion theory munication media as an executive skill. The Academy of with new and traditional communication media. Man- Management Executive, 2, 225-232. agement Communication Quarterly, 21, 486-507. McGrath, A., Hollinshead, J., & O’Connor, A. (1993). Easton, S. & Bommelje, R. (2011). Interpersonal Group task performance and communication technology: communication consequences of email non-response. A longitudinal study of computer-mediated versus face-to- Florida Communication Journal, 39, 45-63. face workgroups. Small Group Research, 24, 307-333. Henderson, S., & Gilding, M. (2004). “I’ve never Sheer, V. (2011). Teenagers’ use of MSN features, dis- clicked this much with anyone in my life”: Trust and cussion topics, and online friendship development: The hyper-personal communication in online friendships. impact of media richness and communication control. New Media & Society, 6, 487-506. Communication Quarterly, 59, 82-103. Jacobsen, D. (1999). Impression formation in cyber- Woods, S. (2014). Technology and project manage- space: Online expectations and offline experiences in ment: A match made in heaven. Resistances to Change text-based virtual communities. Journal of Computer- and Implementing Modern Technology to Improve Mediated Communication, 5. DOI: 10.1111=j.1083– Project Efficiency. Retrieved from: http://www.uqol.org/ 6101.1999.tb00333.x technology/change-management/

03_Chapter_2.indd 49 5/20/15 4:02:18 PM Chapter 4: Executive and Spokesperson Training

Preparing Public Sector Executives to Shine During Crisis Communications By Lauren Hansen

hen working in the agencies are looking for their executives to public sector, the media lead them through the hurdles of each crisis, are the most power- all while understanding the need for public ful resource you have accountability and transparency. During a to communicate your crisis, executives are expected to: message. During a crisis, they can be your ■■ Provide thought leadership for the agency Wgreatest ally and your biggest challenge. Un- ■■ Deliver clear and transparent messaging to fortunately, many public sector executives do the public not enter into their positions with the proper ■■ Offer positive positioning of issues to limit training or experience to navigate the ebbs risk and fear ■■ and flows of a crisis successfully in the public Represent the agency ethically and with eye. fortitude Good PR must not be an afterthought. As a It’s not all about the talking points. De- public affairs professional in the public sector, veloping binders full of talking points for you must approach the subject of training every imaginable crisis scenario can help with with your new executive as you would any messaging in a pinch. But if your key spokes- tactical strategy for the agency. Many new person doesn’t deliver the message correctly, executives, both public sector and otherwise, it won’t be heard the way you anticipate. As will not understand the need for training, the public affairs lead, you must help agency especially without an impending crisis loom- executives to identify their communications ing over their heads. It’s your job to make sure weaknesses and ultimately improve their they understand that this crisis and media presence in front of an audience. training is necessary to prepare for the inevitable. To handle the unexpected successfully Proactively developing in the public sector, they will need to gain a messaging on controversial better understanding of how to best respond issues can help a public to each type of media. agency establish ownership Maximizing Positive Media Coverage of the issue and minimize to Minimize Public Scrutiny negative press. In the public sector, you must always follow the golden rules of truth, clarity and Non-verbal cues come across clearer than timeliness when delivering messages. Public comments. These include:

05_Chapter_4.indd 93 5/20/15 4:03:48 PM Chapter 4: Executive and Spokesperson Training

■■ Body posture publicly accountable. Give clear instructions ■■ Hand movements and gestures to acknowledge and recognize the problem, ■■ Emotional reactions get the facts out quickly and stick to talking ■■ Use of verbal fillers such as “um” or “uh” points that can be updated as needed. Have ■■ Eye contact with the audience them develop three key messages using terms ■■ Breath while speaking, or using the “power the public can understand. Remind them to of the pause” ■■ Energy level repeat the messages again and again during Audit individual habits during presenta- the interview. Here are some tips to answer- tions to both internal and external audiences ing questions in a crisis: ■■ (if possible) to gauge where the most im- Assure the public that the agency is doing everything possible to resolve issue. provement is necessary. Your frank evaluation ■■ Correct mistakes. of executives’ abilities is key to developing ■■ Answer negative questions with positives. your training strategy and gaining their ac- ■■ Express concern for victims and their ceptance of your help. families. What Is a Crisis Anyway? ■■ Give frequent updates with new information. Part of your training must involve cri- ■■ Leave investigative details to the police. sis scenarios and mock interviews for your ■■ Focus on safety as the agency’s utmost executive to get a feel for being interviewed priority. under pressure. These activities can be done ■■ Use bridging techniques to guide the as part of a group leadership exercise or interview. individually. For each executive in need of ■■ Answer the reporter’s question, then stop training, develop between three and five pos- talking. Do not fall for the “reporter’s sible issues in which the agency could become silence” tactic.

05_Chapter_4.indd 94 5/20/15 4:03:48 PM Chapter 4: Executive and Spokesperson Training

This exercise should teach agency executives the benefits of being both proactively and reactively prepared for a crisis. Proac- tively developing messaging on controversial issues can help a public agency retain better control of the message, establish ownership of the issue and minimize negative press.

All Reporters Are Not Created Equal When most people outside of the PR industry think of the media, television news reporters and print journalists are usually described as key news sources. However, in this day and age, the term “media” refers to seasoned investigative journalists to week- end bloggers and everything in-between. It’s your responsibility to prepare your executive for what to expect from these different types of reporters individually as well as how to handle a crisis briefing with all of the different types of media together. Reporters can have different motivations for covering a story, from scooping the com- petition on a controversial topic to providing a public service to increasing ratings and sell- ing more advertising. With all of the differ- interview time, limit interaction and keep ences between reporters, they are all in search you in control of the message. Remem- of an angle, the bottom line, facts that make ber—there are typically only between eight sense and a story that sells or gets web hits. and 12 seconds in a TV sound bite. Make ■■ Television: TV reporters are usually those seconds count. Coach your executive looking for immediate impact. Most are to talk within the confines of a sound bite assigned stories the same day, if not mo- to help them remain on-point during the ments before the interview, and will not interview. have background about the topic they are While the interview is being conducted, covering, especially complicated details. have your executive listen carefully to the You should assume the reporter and audi- reporter’s whole question without answer- ence know nothing about your agency or ing. Most people tend to listen to half of a the potential crisis and the background question and then prepare their response surrounding the situation. during the second half, which is when the It’s advisable to conduct a pre-interview important part of the question is usu- with these reporters before putting your ally asked. Ask the reporter to repeat the executive on camera. This will shorten the question back if needed. It’s important for

05_Chapter_4.indd 95 5/20/15 4:03:48 PM Chapter 4: Executive and Spokesperson Training

print reporter contacts. These stories typically get picked up after publication to be repurposed in other mediums. Print stories also tend to last longer under public view than stories on the newspaper website, and then can be picked up and republished by blogs. The reporter may use a single quote or an entire paragraph from your executive’s interview. They may also find additional sources of information to validate or contradict his/her statements. I recom- mend teaching your executive bridging techniques before these types of interviews to help steer the conversation. Prepare the executive with a lot of background information on other ongoing agency issues to arm him or her for potential side topics. I also encourage interview time limits, as these types of conversations can span longer than anticipated if not kept in check by a timekeeper. ■■ Radio news. News radio reporters usually have the most immediate deadlines and work on numerous stories per day. Their broadcast topic length is usually no more than one minute and tends to be updated them to repeat the key messages or themes several times a day. throughout the interview several times. With radio interviews, the tone in your Your audit of their non-verbal cues will voice is the sole medium of your message. come into play during these types of one- Coach your executive to modulate his/her on-one interviews as well as during crisis voice and avoid verbal fillers. Pauses in briefings to all media. mid-sentence are amplified over the air- ■■ Newspapers and magazines. Print report- waves, so it’s important to vocalize smooth ers usually have longer deadlines and tend and complete thoughts. Your executive to develop more in-depth stories then needs to match or slightly exceed the host’s other mediums. They often have subject energy level to avoid sounding flat. knowledge and background information The best tip for radio interviews is to or a specific beat, especially when dealing have your executive use relatable examples with government coverage. These are the to communicate the message. Doing so will types of reporters whom you can develop help him/her get the message across and long-term relationships with. stop listeners from switching the station. I have always looked to break compli- ■■ Internet news and blogs. The Internet re- cated proactive messaging through my porter’s job is to bring immediate informa-

05_Chapter_4.indd 96 5/20/15 4:03:48 PM Chapter 4: Executive and Spokesperson Training

tion to as many people as possible. If the called into question, an issue might make for Internet reporter is a part of a print news a very good (or very bad) news story or if a organization, they will work in completely problem may provoke controversy or stir up separate departments with different moti- emotion. Make sure they understand your vations from the publication’s print report- role as their executive adviser. You can help: ers and could cover the same story or issue ■■ without coordination. Develop messages and key talking points Internet news blogs tend to reprint or ■■ Make sure the information is consistently replay previously aired/printed stories and portrayed throughout the life of the issue publish briefs of 100 or less words that or crisis link back to an original news source. The ■■ Work with staff for interview support reporter may or may not call for fact con- ■■ Identify a reporter’s angle and try to im- firmation about what is published. In most prove a story, if possible instances, I encourage the public affairs ■■ Determine the best types of interviews to professional to remain the main interview convey your message subject for this medium, developing mes- It’s your role to guide public sector execu- saging points and quotes for key staff and tives through the process of crisis communi- relaying that information to the reporter. cations preparations before a crisis occurs to Train Agency Executives fortify them to deal with tough questions, all To Use You Effectively before a crisis even occurs. If you are suc- cessful, your executive will be prepared to Now that your executives have basic public effectively position your agency for the public crisis and media training, they are most likely obstacles ahead. going to look to you for your professional expertise to guide them through potential public landmines. Have them alert you to Lauren Hansen is communications project situations where the agency’s image could be manager at PRR.

05_Chapter_4.indd 97 5/20/15 4:03:48 PM Chapter 6: The Crisis Plan

What’s Missing from Your Plan? The Role Of Communications in Crisis Response By Simon R. Barker

hat do Sony’s North Ko- tors, legislators etc.—start to make inquires rea hack, Target’s credit leading to the inevitable question, “What are card breach, Dallas we going to say?” From a crisis management Presbyterian Hospi- standpoint, equally critical should be the tal’s Ebola incident and questions, ‘Why didn’t we know about this the NFL’s Ray Rice video have in common? earlier?” “Who needs to be involved?” And, of WThe organization’s response actually made course, “What are we going to do?” the situation worse. In fact, in most crises, Without addressing these questions, you the quality and effectiveness of the response have (to continue the analogy) the equivalent has had more influence on the organization’s of the tip without the spear, which will have reputation than the underlying event itself. no momentum, direction or impact. Your Reputational damage should not be inter- organization’s response will not only be lack- preted, however, as the inevitable outcome ing but also the risk is high that the fault for of a crisis. Rather, these events should serve a perceived poor response will be laid on the as a wake-up call that typical approaches to doorstep of communications. crisis planning are insufficient and must be improved. Why Didn’t We Know About This Earlier? It’s hard, if not impossible, One of the typical criticisms of crisis to be proactive on an issue response is that an organization reacted too or event if you find out about slowly, that the incident wasn’t taken seriously it too late. enough until it became public. This invari- ably results in a worsening of the problem when the organization becomes defensive and One of the most common mistakes made reactive. But it’s hard, if not impossible, to be in crisis planning is to equate crisis communi- proactive on an issue or event if you find out cation with crisis management. While com- about it too late. munications certainly is the “tip of the spear” The ability to nip a crisis in the bud is only and a critical, visible and impactful part of possible with: crisis management, it should not be mistaken ■■ A clear reporting process defining how, for the whole. Yet, for many organizations, a when and to whom issues and events that crisis is by definition the point at which ex- have the potential to create significant rep- ternal stakeholders—media, investors, regula- utational risk are identified and reported.

07_Chapter_6.indd 150 5/20/15 4:05:21 PM Chapter 6: The Crisis Plan

■■ A strategic incident screening process Reporting and Escalation analyzing and assessing information in Does a shoot-the-messenger mentality at a broader organizational context. Crises your organization mean that bad news is never happen in a vacuum. It’s critical that buried? Is plausible deniability more im- an organization can connect the dots to portant than facing the issue and starting anticipate the response required. to address it? By rede ning expectations ■■ and putting in place a consistent, fault-free Defi ned parameters for crisis team acti- process and criteria for agging issues vation detailing when and how the crisis and events that could pose a signi cant management team will be engaged such reputational risk, organizations can over- that it’s understandable and repeatable. come the typical reluctance to share bad news. Incorporating issue and event reporting and escalation into a crisis plan allows an What Should Be Reported? Most organizations, regardless of sector, organization to take preemptive measures to want to make sure they know about the mitigate the impact of the event while dem- following types of events: onstrating to stakeholders, once it does be- ■■ Unexpected government inspections come public, the seriousness with which the (FDA, SEC, IRS, ICE etc.) organization takes the issue. It also prevents ■■ Unexpected on-site media visits or negative inquires the following problems: ■■ Injury or death of employees, visitors ■■ Relevant information not being escalated etc. promptly, leading to a real or perceived ■■ Business outages over a certain slow response duration ■■ Diff erent parts of the organization having completely diff erent information and perspective on the risk, adding to confusion

07_Chapter_6.indd 151 5/20/15 4:05:22 PM Chapter 6: The Crisis Plan

Strategic Screening Getting the information helps ensure that the response is timely and appropriate, but it’s only the rst step. The information needs to be evaluated for its potential broader impacts and consequences. A screening group should be asking some of the following questions: ■■ Is the issue being appropriately managed at the site/location? ■■ What else could this event potentially impact from a strategic perspective? ■■ Which stakeholders may be affected? ■■ How bad could this become? Are there upside opportunities? ■■ What level of awareness outside of the organization is there that could drive external scrutiny? Who Should the Screening Group Include? The screening group should include no more than three functional areas in order to quickly evalu- ate the situation and make a recommendation on which team or teams should be activated. Its job is to connect the dots and requires understanding of broader strategic initiatives and the context of event, sensitivity to impacted stakeholders and understanding of overall response framework. Members could include: ■■ Communications ■■ Legal or risk ■■ Roles core to the organization’s mission, for example n■ Healthcare: Human resources n■ Manufacturing: Product management/R&D n■ Financial: Information technology n■ College/University: Student affairs n■ Food Production: Quality assurance

Neglecting to put a formal reporting and potential implications of the event, too large escalation process in place, assuming “we’ll to be eff ective or lacking the appropriate ex- know it when we see it,” virtually ensures that pertise required to manage the crisis. your organization will be behind the eight Even if there is a concerted and deliberate ball by the time you become aware of a crisis. eff ort to defi ne CMT membership, rarely is there acknowledgement of or references to Who Else Is Involved and Who Is Doing What? the broader organization, including regional/ country operations, specifi c business lines or Some crisis plans describe only the com- issue-specifi c response plans. munications team/roles—who is responsible Understanding in advance who is respon- for media relations, social media, internal sible for what ensures a fast, cohesive and communications, etc. Better plans also defi ne eff ective response. Th is is only possible with: the crisis management team (CMT), a de- ■■ A clear response structure identifying the fi ned, cross-functional group of senior leaders teams that may be activated, their roles and in the organization who need to be involved. responsibilities Oft entimes, however, this CMT defaults to ■■ A defi ned CMT with leadership, core an existing executive leadership team, which members, extended members (who are may be too small to fully appreciate all the required for certain specifi c issues and

07_Chapter_6.indd 152 5/20/15 4:05:23 PM Chapter 6: The Crisis Plan

events only) and back-ups when primary along. Getting the team into the room (virtual members are unavailable or otherwise) is critical but insufficient. Chaos Defining the response structure and team is not an acceptable operating model, and a roles in your crisis plan can help alleviate the defined management process helps effective tremendous stress on your leadership team as response. well as prevent the following problems: Too much happens too fast for a crisis ■■ Lack of coordination management team meeting to go on for ■■ Internal confusion over who is responsible hours. Succinct and focused meetings are for what possible only with: ■■ Organizational silos (whether geographic ■■ Efficient time managementincluding or functional) impeding effective response scheduled meetings, defined agendas and ■■ Decisions being made prematurely or not set end times at all ■■ An effective information update and co- ■■ Duplication of effort caused by lack of clear ordination process increasing situational division of labor awareness in a consistent fashion, particu- When every move is critical and your lead- larly critical if other teams are involved ership is under intense scrutiny, the last thing ■■ Action tracking and accountability utiliz- your organization needs is to be perceived as ing simple management tools help ensure disorganized. An established response struc- everyone is clear on priorities, action ture and practiced team ensure that the right items, responsibilities and deadlines people are in the room and ready to act when ■■ Proactivity ensuring a deliberate process the situation requires. to anticipate future risks and identifying strategic issues that will need to be ad- What Are We Going to Do? dressed Crises are difficult enough to manage with- Having a defined management process as out making up the response process as you go part of a crisis plan facilitates focused and

07_Chapter_6.indd 153 5/20/15 4:05:23 PM Chapter 6: The Crisis Plan

efficient team meetings and prevents the fol- for a specific number of issues/risks to lowing: expedite response at the time of an event, ■■ Members having an out-of-date under- including holding statements, Q&A’s, etc. standing of the situation A more detailed crisis communications ■■ Meetings that do not lead to decisions or addenda (or a separate communications plan) where there is confusion about whether or can define individual team members’ roles not decisions have been made and responsibilities, press conference logis- ■■ Meetings that are too focused on the tics, key reporters’ contact information and specifics of the incident, too tactical or media training requirements for identified operational and don’t anticipate broader, spokespeople. strategic challenges Ensuring crisis communications is clearly ■■ Wasted time in meetings that last for hours defined as part of a comprehensive crisis plan What Are We Going to Say? prevents the following: ■■ Slow or insufficient communications Explaining in a consistent, credible and ■■ Premature communications based on compassionate way an organization’s response misunderstanding of situation and risks will be the major determinant in shaping ■■ CMT meetings degenerating to word- how the organization and its management smithing press releases with happy-to-glad team will be perceived. The sheer number of edits rather than addressing unresolved stakeholder groups—employees, customers, strategic issues media, legislators, the Board, business part- ■■ Inconsistent messaging or poor timing/ ners, local community groups—coupled with sequencing of communications across the pressure and time constraints of social multiple stakeholder groups, exacerbating media highlight the importance of having key reputational risk issues defined well in advance. Effective crisis communications is possible only with: Communications may be ■■ A clear and expeditious approval process about what you say, but it’s for key messaging that identifies who can/ critical that it helps inform the must approve in a fast-moving, fluid situ- organization’s decisions about ation what to do as well. ■■ Defined spokespersonas well as clarity regarding the role of the CEO and who will be attributed in statements and/or speak to If the crisis plan defines only the func- the press tional requirements of communications, it ■■ A social media crisis policy detailing the will undermine the critical, strategic role role social media will play in a crisis that communications should play in crisis ■■ A communications “hold” policy clari- management. Poor crisis response is almost fying that CMT activation immediately guaranteed when communications is not at suspends all communications—even those the table when decisions are being made, completely unrelated to the event—unless explicitly approved by the head of commu- leaving communications with the job to ex- nications plain potentially poor decisions that will not ■■ Pre-agreed and approved messaging withstand stakeholder scrutiny.

07_Chapter_6.indd 154 5/20/15 4:05:23 PM Chapter 6: The Crisis Plan

Crisis Response Is About who needs to be involved in decision-making More Than a Process but how that will be implemented throughout Crisis management is more than a plan. It’s the organization, and gives communications about having the right organizational mind- a fighting chance and the opportunity to help set that actively incorporates reputational inform strategic decision-making. risk into the decision-making process. While This broader approach to crisis manage- others in the organization will raise issues of ment, particularly when supported by a legal risk, financial risk, operational risk or solid risk management program and aligned strategic risk, it’s the role and obligation of the with a proactive approach to issues manage- communications representative to raise stra- ment, can cement the strategic importance tegic issues of reputational risk and to make of communications in the organization both sure that this perspective is incorporated into in advance of and during a crisis. This ap- the team’s decision-making framework. Com- proach is critical to ensure that reputational munications may be about what you say, but risk created when there is a significant dis- it’s critical that it helps inform the organiza- connect between what the organization does tion’s decisions about what to do as well. and what its stakeholders expect is minimized and the credibility of the management team is Developing a crisis plan with the four com- burnished. ponents discussed above ensures that we learn about events sufficiently early to be proactive, removes internal silos and barriers to coordi- Simon R. Barker is managing partner at Blue nated and effective response, defines not only Moon Consulting Group.

07_Chapter_6.indd 155 5/20/15 4:05:24 PM