CRISIS COMMUNICATIONS:WHAT EVERY CEO SHOULD KNOWAlesa Lightbourne, Ph.D.Alesa Lightbourne, Ph.D.

Assistant Dean, Global BBA Program

S P Jain Center of Management

AGENDA

�Things you probably already know (review)

�Things you probably DON’T know

�Action list for better preparedness

YOU ALREADY KNOW

�You must have a plan before the crisis

�Crisis management plan ≠ crisis communications plan

�Plans take a lot of time and expertise

BEST PRACTICES

�Keep plan updated (study recent crises)

�Assign alternate members of team

�Allow for cultural differences

�Practice both onsite and “away” crises�Practice both onsite and “away” crises

�Mandate media training for all involved

�Do practice run

USING INTERNET – A MUST

Google and Japan earthquakehttp://www.google.com/crisisresponse/japanquake2011.html

GREAT PRESS MILEAGE

Source: simpliflying.com

TOOLS

�AirAlertTM – connect crisis comm team members, operations, external audiences, dedicated website

�Hootsuite – manage Twitter, Facebook, Linked In

�Backtype, Social Mention – monitor online �Backtype, Social Mention – monitor online conversations using keywords

BOTTOM LINE

NONO

YESS

THINGS YOU CAN’T KNOW

�Who

�What

�When

�Where�Where

�How

�How you (and others) will personally react…How you (and others) will personally react…How you (and others) will personally react…How you (and others) will personally react…

COMMUNICATION STYLES

�Yourself

�Team members

�Others (media, victims, regulators)

FOUR BASIC STYLES

�Aggressive

�Passive

�Passive-aggressive

�Assertive�Assertive

CEOs think they are …

assertive

BUT IN A CRISIS, YOU’RE REALLY …

OR …

IN TIMES OF PANIC

�We revert to behavior of parent

�This is irrational / we can’t help it

�We can use knowledge of types to maximize strengths of team membersof team members

LET’S FIND OUT MORE

�Take assessment

�Fill out answer sheet

�Add columns

FOUR TYPES

�G + D = Driver

�O + D = Expresser

�O + I = Relater

�G + I = Analyzer

Most people combine several types

We can be different types in different circumstances

DRIVER

�Commander

�Gets job done

�Decisive, risk taker

�Good at delegating�Good at delegating

�Fearless

�Results-oriented

Norman Schwarzkopf

EXPRESSER

�Talkative and optimistic

�Impulsive, full of ideas

�Values enjoyment

�Spontaneous and flamboyant�Spontaneous and flamboyant

�Loves to brainstorm

�Impulsive

Oprah Winfrey

RELATER

�Relationship-oriented

�Easy-going, likes steady pace

�Harmonizer

�Good listener�Good listener

�Dislikes contrary opinions

�Concerned about others’ feelingsMother Teresa

ANALYZER

�Rational and idea-oriented

�Highly organized

�Cautious, logical, thrifty

�Quick to think, slow to speak�Quick to think, slow to speak

�Values accuracy and being right

�Plans thoroughly

Alan Greenspan

ACTIVITY

�3 blessings of your nature

�3 curses of your nature

�3 things you’re likely to do in a crisis

APPLY YOUR KNOWLEDGE

Who makes the best:

�Media spokesperson

�Budget controller

�Victim relations person�Victim relations person

�Overall decision maker

What potential dangers arise from each?

ACTION ITEMS

�Revisit your communication crisis plan

�Add Internet aspects

�Assess communication styles on your team

�Predict responses in crisis�Predict responses in crisis

�Adjust responsibilities accordingly

RESOURCES

� Alessandra & O’Connor. The Platinum Rule. New York: Warner Books, 1996.

� Bernstein, Jonathan. “The 10 Steps of Crisis Communications.” www.bernsteincrisismanagement.com

� Lukaszewski, James. “Seven Dimensions of Crisis Communication Management.” www.e911.com/monos

Simpliflying. “Five Steps to Successful Crisis Management for Airlines in the � Simpliflying. “Five Steps to Successful Crisis Management for Airlines in the Age of Social Media.” www.simpliflying.com

� Valtat, Aurelie. “The Ash Cloud, Crisis Communications & Social Media – the Eurocontrol Story.” Interview posted at www.conversationblog.com/journal, Apr 30, 2010.

CRISIS COMMUNICATIONS:WHAT EVERY CEO SHOULD KNOW

Alesa Lightbourne, Ph.D.