crisis communications webinar - june 10

“Staying Ahead of the Game:

The Steps to Effective Crisis Communications

Planning”

Today’s Presentation

• Anne Sceia Klein, APR, Fellow PRSA, President, Anne Klein Communications Group, LLC

– Building an Effective Crisis Communications Plan

• Irv Lipp, Principal, LippService LLC

– Preparing for Crisis Communications: Running Drills

• David Weiner, Senior Account Supervisor, PR Newswire

– The Role of Social Media in Crisis Communications

Copyright 2009 Anne Klein Commu-nications Group, LLC. All Rights Reserved.

Building EffectiveCrisis Communications

Plans


A crisis should not come as a

surprise


“It can’t happen here.”

“Yes, it can!”


Preparing for a crisis

Plan ahead.

Know your role.

Understand your organization’s vision, mission and values.


The first steps

CEO/Leadership buy-in.

Convene a planning team.


Play the “what if” game

What could happen?

How likely is it?

How big an impact?

What keeps you awake at night?


What would you do?

The “Right Thing.”

Your first response.

The media’s “Golden Hour.”


Express caring and concern

FIRST!

Then use your prepared initial response.


Identify

Key audiences and contacts.

Executive spokespersons.

Technical spokespersons.


Get presentationand media training

Practice with drills.


Organize backup material

Organization key messages.

Q&As.

White papers.

Fact sheets.


Remember

24-hour news cycle.

Instantaneous news on the Internet.

Have crisis Web site ready.

Have a toll-free number ready.

Have e-mail address ready for Q&As.

Monitor blogs, tweets, etc.


Media Center

Pre-select location


When the crisis occurs

Start talking.

Position the organization.

Put things in perspective.

Set the right tone.


Talk to your closest friends first

Use your key messages.

Don’t let silence or rumor fill the void.

Distribute new information immediately.


Keep the pipeline open

Rapid response strategies.

Two-way communications.


The goal

Win in the court of public opinion.


After the crisis

Thank you.

Response to victim and families.


Don't forget

Write everything down during planning phase.

Have plan available in multiple formats:Thumb drive

Company Intranet

CD


Don’t forget

Back up electronics with hard copy.

Get plan pre-approved by legal.


Questions to ask yourself

How will you and your team get called?

Are there checklists to call key staffers?

Do receptionists, operators and security know what do to?

Do key people know who the spokespersons are?


Words of Wisdom

Don’t lie.

Do the right thing.


Anne Sceia KleinPresident,

Anne Klein Communications Group, LLC

www.annekleincg.com856-866-0411

[email protected]

Crisis Management ExerciseCrisis Management Exercise

Or, Are You Ready ?Or, Are You Ready ?

Why, How and When?

LippService, LLCWilmington, DE


The Events of 9/11 Proved Value of The Events of 9/11 Proved Value of DrillingDrilling

The chairman asked one simple question on The chairman asked one simple question on 9/11/01 when the corporation’s Crisis 9/11/01 when the corporation’s Crisis

Management Committee was convened at 10:15 Management Committee was convened at 10:15 a.m.a.m.

He said, “Where are the Crisis Management He said, “Where are the Crisis Management Principles?”Principles?”

He knew the success of his management team He knew the success of his management team depended on using the principles!depended on using the principles!

HE LEARNED THAT FROM DRILLING!HE LEARNED THAT FROM DRILLING!


To Understand a DrillTo Understand a Drill

WILL TAKE YOU THROUGH THE WILL TAKE YOU THROUGH THE ACTUAL INSTRUCTIONS OF A ACTUAL INSTRUCTIONS OF A

DRILL.DRILL.

YOU WILL SEE THE VALUE OF A YOU WILL SEE THE VALUE OF A DRILL!DRILL!

TO DRILL: YOU GOTTA HAVE A TO DRILL: YOU GOTTA HAVE A PLAN!PLAN!


Objectives of a Drill (BE SPECIFIC)Objectives of a Drill (BE SPECIFIC)

Validate capability of Small Business or Validate capability of Small Business or Corporation to coordinate an effective Corporation to coordinate an effective response to a simulated crisisresponse to a simulated crisis

Validate understanding of command and control Validate understanding of command and control structure and concept of operationsstructure and concept of operations

Validate understanding of roles and Validate understanding of roles and responsibilitiesresponsibilities

Validate understanding of the meet and manage Validate understanding of the meet and manage processprocess


Objectives (continued)Objectives (continued)

Assess information flow and frequency of Assess information flow and frequency of briefings between the Crisis Management briefings between the Crisis Management Committee (CMC) and established or ad hoc Committee (CMC) and established or ad hoc crisis teams crisis teams

Assess information flow and frequency of Assess information flow and frequency of briefings between Strategic Business Units briefings between Strategic Business Units (SBUs) and Regional Offices/Staff, applicable(SBUs) and Regional Offices/Staff, applicable

Assess ability to manage the unexpected.Assess ability to manage the unexpected.


Date, Time & Duration, LocationDate, Time & Duration, Location

One day of drilling and evaluationOne day of drilling and evaluation

Europe (London, Paris)DavenportChicago

Europe (London, Paris)DavenportChicago

Unannounced exerciseWill take place in the first half of “XX year”

Unannounced exerciseWill take place in the first half of “XX year”


SimulationSimulation

Participants will be asked to carry out response Participants will be asked to carry out response activities to a simulated crisisactivities to a simulated crisis

Simulators are role-players acting out the roles of Simulators are role-players acting out the roles of non-participating individuals or organizationsnon-participating individuals or organizations

Simulators are technically knowledgeable about Simulators are technically knowledgeable about the areas they are simulatingthe areas they are simulating

Simulators use pre-scripted messages by Simulators use pre-scripted messages by telephone or other communications means, or telephone or other communications means, or spontaneous reactions to Participantsspontaneous reactions to Participants


ParametersParameters

Full use of plans and proceduresFull use of plans and procedures

No mobilization or external costs No mobilization or external costs

Calls limited to drill participantsCalls limited to drill participants

No calls to persons or organizations outside of No calls to persons or organizations outside of Company and its Business UnitsCompany and its Business Units

Use drill telephone directory for simulation numbers Use drill telephone directory for simulation numbers and contact infoand contact info


BackgroundBackground

Background InformationBackground Information

Utilize currently known or anticipated events, activities, and Utilize currently known or anticipated events, activities, and informationinformation



ParticipantsParticipants

Corporate Crisis Management Team (CMT)Corporate Crisis Management Team (CMT)

Corporate Crisis Advisory Teams (CATs)Corporate Crisis Advisory Teams (CATs)

European Regional Crisis Team (Brussels)European Regional Crisis Team (Brussels)

Subsidiary Crisis Response Team and Leadership Team Subsidiary Crisis Response Team and Leadership Team (Davenport, Iowa)(Davenport, Iowa)

Subsidiary European Regional Crisis Response Team Subsidiary European Regional Crisis Response Team (Paris and London)(Paris and London)

Biosolutions Enterprise European Regional Coordinator Biosolutions Enterprise European Regional Coordinator (Paris)(Paris)



Simulated Simulated

All other non participating company groups, including:All other non participating company groups, including:

Support Functions and Business UnitsSupport Functions and Business Units

Plants or units not involvedPlants or units not involved

All external groups (e.g., Customers; Financial Community; All external groups (e.g., Customers; Financial Community; Media, Political and Regulatory officials; Contractors; Media, Political and Regulatory officials; Contractors; General Public, etc.)General Public, etc.)


Participant Guidelines – This is CriticalParticipant Guidelines – This is Critical

During During

Participate as realParticipate as real

Response should reflect realistic implementation timeResponse should reflect realistic implementation time

Communications only through agreed means (phone, email, Communications only through agreed means (phone, email, crisis management database, fax, face-to-face)crisis management database, fax, face-to-face)

Act in accordance with organization policy, plans and Act in accordance with organization policy, plans and procedures; never jeopardize safetyprocedures; never jeopardize safety

Contact Simulation Cell to reach all non-playing groups or Contact Simulation Cell to reach all non-playing groups or personspersons


Participant GuidelinesParticipant Guidelines

DuringDuring

Use telephone directory provided (call “OTHER” number at Use telephone directory provided (call “OTHER” number at the bottom of the directory if in doubt who to call)the bottom of the directory if in doubt who to call)

Answer Controller/Evaluator questionsAnswer Controller/Evaluator questions

Accept all messages and scenario information as realAccept all messages and scenario information as real


Participant GuidelinesParticipant Guidelines

AfterAfter

Provide Controller/Evaluator with all Exercise materialsProvide Controller/Evaluator with all Exercise materials

Complete Participant Evaluation FormComplete Participant Evaluation Form

Participate in debriefing sessionParticipate in debriefing session

List positive performance as well as items for improvementList positive performance as well as items for improvement


Participant DebriefingsParticipant Debriefings

AssessAssess

Participant and organizational structureParticipant and organizational structure

DecisionsDecisions

Adequacy of plans and proceduresAdequacy of plans and procedures

Areas of improvement and recommendationsAreas of improvement and recommendations

Specific comments on exercise conductSpecific comments on exercise conduct


Real EventsReal Events

In the event of an actual emergency or crisis:In the event of an actual emergency or crisis: Participants will complete appropriate emergency notifications Participants will complete appropriate emergency notifications

by stating “THIS IS NOT AN EXERCISE”by stating “THIS IS NOT AN EXERCISE”

Notify the nearest Controller/Evaluator Notify the nearest Controller/Evaluator

Response to an actual event will take priority over drill Response to an actual event will take priority over drill activitiesactivities


Real EventsReal Events

For real medical emergencies:For real medical emergencies: Dial Security at (in US)Dial Security at (in US)

(In Europe and Des Moines) use standard notification (In Europe and Des Moines) use standard notification proceduresprocedures

For real media inquiries:For real media inquiries: Contact Media Relations at Contact Media Relations at

(In Europe) contact (In Europe) contact

(In Des Moines) contact (In Des Moines) contact


Golden Rule #1Golden Rule #1

““It doesn’t do to leave a live dragon out It doesn’t do to leave a live dragon out

of your calculations if you happen to live of your calculations if you happen to live

near one.”near one.”

— — The HobbitThe Hobbit

J.R.R. TolkienJ.R.R. Tolkien


Media’s Four Act DramaMedia’s Four Act Drama

What happened?What happened?

Who’s to blame?Who’s to blame?

What went wrong?What went wrong?

How was the crisis managed?How was the crisis managed?


““We must indeed all hang together, or, We must indeed all hang together, or, most assuredly, we shall all hang most assuredly, we shall all hang separately.”separately.”

--Benjamin Franklin--Benjamin Franklin

Golden Rule #2


How To Avoid Looking Like the Villain?How To Avoid Looking Like the Villain?

Rapid, real-time Rapid, real-time communicationscommunications

An effective message targeted An effective message targeted to key audiencesto key audiences

A credible spokespersonA credible spokesperson

LippService LLCWilmington, DE

How to Work with the News Media

Usually your PR Contact/consultant is the “gate” to News Media

Assess potential of interview opportunity

Know something about the reporter doing the interview

Know how and where the interview will be used

“Pre-interview” the reporterWhat questions do you have for the answers I have today?

Anticipate tough questions

Determine your objective in advance

Prepare key messages

Practice key messages


DURING THE INTERVIEW: WHAT TO DO

Relax and be yourself.

Speak informally - AVOID JARGON.

Give attention to reporter - not camera.

Answer questions openly, honestly and candidly.

When you finish answer, STOP TALKING. Don’t open a door you don’t want to.

Seek opening for key messages.


DURING THE INTERVIEW: WHAT TO DO (cont’d)

Use concrete examples, anecdotes, personal experience, numbers.

When asked a complicated question, listen, think, THEN reply.

Don’t accept reporters’ facts and figures.

Challenge incorrect statements.

If you don’t know, say so and get information later.

If you are asked multiple questions, answer the one you like!


SIX THINGS TO REMEMBER

Accept interviews to communicate key messages. Do Not Over Answer Avoid “off the record” Avoid “No Comment” WHAT YOU SAY WILL BE ON YouTube, Blogged, Twittered and Facebooked Create a Monitoring System for Social Media


Spokesperson TrainingEffective Delivery of the

Message

G. Irvin Lipp, Principal,

LippService LLC(302) 652-2385

This is just the highlights. WE OFFER one-day and two-day courses on this subject. Made even more critical by today’s SOCIAL MEDIA AND HOW TO RESPOND. ASK MARS CANDY…140 CHARACTERS CAN GET YOU IN TROUBLE.

(888) 776.0942 [email protected] www.PRNewswire.com

The Social Landscape

• “71% of consumers indicate that word of mouth is the number 1 influencer IN their purchasing decisions” - AC Neilsen

• “Recommendations from consumers’ is ranked number 1 in levels of trust in forms of advertising, far above traditional advertising” - Forrester Research

Never before was it so important to stay in tune with what customers are saying

Your Social Avenues

• Blogs• Social Networks• Twitter• Multimedia• News Releases!

The Crisis

The Reaction

The Crisis

The Reaction

The Reaction

• Now the 6th result for Motrin• Over 300,000 views on YouTube• Response video has nearly 100,000 views

The Crisis

The Reaction

The Outcome

Strategies for Crisis Communications

• Identify• Leverage• Listen• Analyze• Participate

David WeinerSenior Account Supervisor

PR Newswire

[email protected]

mailto:[email protected]

Thank You for Joining Us Today

QUESTIONS?

crisis communications webinar - june 10

Business

crisis teams

crisis management exercise

crisis management principles

simulated crisis simulators

crisis web site ready

effective response

drill participants

planning team