preparing for the unexpected communication techniques and tips to help you stay in control during a...

Preparing for the Unexpected

Communication Techniques and Tips to Help you Stay in Control During a Crisis

Tuesday, May 17, 2011

D R A F T 5.9.11

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Recent CRISIS?

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Types of CRISIS:

Financial or operational audit – scrutiny of business operations

Violation of trust by an employee/staff member

Unaccounted for resident

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Following a CRISIS, who do you want to be?

Residence #A1. Competent, well

informed2. Responsible &

responsive3. Compassionate

Residence #B1. Callus 2. Sloppy3. Unscrupulous

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What defines a CRISIS?

Non-Routine

Immediately/Rapidly escalates in intensity

A circumstance which invites unanticipated media, law enforcement or government scrutiny

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What is your objective during a CRISIS? Maintain normal business operations;

modest disruption

Ensure licensing status is intact

Protect the short- and long-term viability of your business and its reputation

Minimize damage to your bottom line

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You can’t head off a CRISIS if its potential risks are not recognized

The assisted living environment provides ample opportunity for an incident to develop into a crisis…

Residents are often perceived as vulnerable

You are willing to assume responsibility and risk for residents seeking to live more independently

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Once a CRISIS occurs, accept it and demonstrate competency by resolving the problem quickly This can mean the difference between:

One article reporting facts

An open ended article, which requires follow up and prolongs the crisis

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Steps for handling a CRISIS

Follow the critical path:

Facts Family Media

Identify the Facts :

Gather the facts – avoid speculation

Know what you don’t know

Communicate with your company spokesperson and crisis team

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Don’t have a CRISIS Team? Consider this… Your crisis team needs to convey:

Administrative authority (Administrator or Director)

Comprehensive understanding of the regulatory environment (Deputy Administrator or Deputy Director)

Detailed knowledge of day to day operations (Wellness Coordinator/Residence Services Director, Maintenance Director, or Food Services Coordinator)

Someone who can articulate this (Spokesperson)

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Steps for handling a CRISIS continued…

Notify Family:

Family follows facts

Decide whether information should be distributed directly to residents and their families

You may wish to designate someone for this task

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Steps for handling a CRISIS continued… Communicate with the Media:

All media inquires are to be referred to the spokesperson – one point of contact (employees should not volunteer information)

If you receive media calls while you are fact-finding, get the names and phone numbers of the reporters and find out their deadline

Staff must take clear, concise messages

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Steps for handling a CRISIS continued…

Collect fundamental information about your residence

Do not use industry lingo such as “ACF” or “ALP”

Questions concerning your opinions, facts outside of the specific issue at hand should be avoided

Be careful if a reporter asks for “background” or “off the record” information.

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Prevention

Preparation can mean the difference between disastrous public consequence or control over a bad situation

Demonstrating competency can actually help your residence solidify its reputation

A crisis is a terrible thing to waste

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A commitment to media relations and the ability to manage a CRISIS has benefits Media relations is earned – it is not

advertising or sales. It helps you:

Define your organization and message;

Establish credibility; and

Ensure fairness and receive professional courtesy

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Where do I start?

Now that you’ve made media relations a priority, you can start by:

Developing a media list

Becoming aware of local reporters, their beats, and their assignments

Designating a staff person to pursue positive opportunities and invite media to your facility

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How do I survive a CRISIS?

Fundamental approaches:

The “crisis fairy” does not work 9 to 5

The key to communicating effectively in a crisis is responding quickly, with authority, and conviction

The first few hours are the most critical

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Conduct a self assessment

Is your crisis team in place?

What crisis have struck in the past?

What crisis have affected similar organizations?

What chain of reactions did these set off?

Who are the audiences these crisis would affect?

Am I aware of the critical path?

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How do I prepare?

Create scenarios and anticipate courses of action

Develop sample key messages

Anticipate and develop answers for toughest questions

Preparation needs to be periodic

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Prepare for each interview

Framing the interview

Determine your position and identify three key messages

Anticipate tough questions

Develop concise answers – out loud

Practice, practice, practice!

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Attachments Crisis team 24-hour phone list and wallet

card of emergency numbers

Fact sheets on assisted living, company

Media lists

Crisis communications checklist

Risk analysis update sheet

Annual report

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Give staff confidence in what

to do Distribute crisis plan to all supervisors

Train front-line staff on media protocol

Include employees in your self assessment process

Hold an in-service on crisis response

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When the crisis is over…

Continue to monitor the situation

Stay in touch with key audiences

Develop an after incident report

Update crisis plan accordingly

Cultivate relationships to rebuild confidence in your organization

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