Crisis Preparedness & Response

Crisis Preparedness & Response

Some Thoughts onCrisis Management

MOST COMMON EXCUSES

• No budget

• Too busy/other priorities

• Lack of expertise/experience

• Too small/not a target

• We know what we have to do

• It’ll never happen to us

TWO CATEGORIES OF CRISES

• Slow burning issues, such as…– Litigation– Activist protest– Regulatory action– Labor problem– Political unrest– Economic turmoil

• Sudden and acute, such as…– Facility disaster/accident– Environmental release– Criminal/terrorist act– Power/telecom/IT outage– Fire/flood/natural disaster– Revelation/exposé

IN TODAY’S WORLD, EVENTS CAN BECOME CRISES AT WARP SPEED

5

Editorial

Search

Social Sharing

Micromedia

Traditional/Mainstream

Hour 18

Hour 12

Hour 6

0 Hour

CRISIS HITS

YOU NEED MORE THAN A CRISIS MANUAL ON THE SHELF

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An organization needs processes and protocols that are flexible and that can be adjusted to a rapidly changing media environment

DEVELOPING A CRISIS PLAN

Risk Assessment

(Know Thy Enemies)

Simulation/Training (Conduct War Games)

Monitoring/Alert Systems (Send out the Sentries)

Preparation (Stock the Arsenal)

Maintenance/Feedback/Continuous Improvement (Maintain Vigilance)

BUILDING THE COMMUNICATIONS INFRASTRUCTURE

• Establish policies and procedures for handling media inquires, communicating with customers, employees and other stakeholders

• Develop messages and materials that explain positions on potential issues

• Establish crisis team with clear roles and responsibilities

• Create written plan and checklist for quick reference

SIMULATION AND TRAINING

An organization can never be too prepared

for a crisis, but it can be well-prepared.

• Conduct crisis drills to simulate real-life encounters with journalists, disgruntled customers, activists, regulators and other groups

• Constantly escalate pressure to induce real-life stress

• Critique session and prioritize areas for further action

THE ROLE OF THE MEDIA

In times of crisis, the media…• Create expectations of how organizations are supposed to

perform

• Hold companies, agencies and individuals accountable

• Provide a forum for supporters and critics

• Serve as a voice for those who feel endangered

• Convey emotions and attitudes

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Monitoring the news and listening to the digital discussion

Real time monitoring and analysis are required to develop the most appropriate response

THE MEDIA’S QUESTIONS IN A CRISIS

• What went wrong?

• Why?

• Were there any warning signs?

• Is there any danger?

• Who’s to blame?

• Has it happened before?

• What are you doing to keep it from happening again?

The Cardinal Rules of Crisis Response

Rule #1 Take ownership of the situation. It’s not the same as taking blame.

Rule #2 Don’t over-react. Recognize the difference between bad publicity and a crisis and calibrate your response accordingly.

Rule #3 Get all the facts and base your response only on what you know to be 100% true.

CARDINAL RULES OF CRISIS RESPONSE

Rule #4 Use others to help tell your side of the story.

Rule #5 View the media as allies, not enemies.

Rule #6 Assume you’ll be sued.

Rule #7 Monitor the Internet as closely as you do traditional media and use it to tell your story.

CARDINAL RULES OF CRISIS RESPONSE

Rule #8 Take the first 24 hours very, very seriously. The longer you wait, the more time you leave for rumors and falsehoods to become the accepted truth.

Rule #9 Don’t mistake a heartfelt apology for an admission of guilt. And don’t let your lawyers do so either.

Rule #10 If you’re a leader, assume you’ll be targeted by someone. Prepare in advance and be ready to fight back.

CARDINAL RULES OF CRISIS RESPONSE

“Luck is what happens when preparation meets opportunity.”

-Seneca,-Roman philosopher, mid-1st century AD

A FINAL THOUGHT…