speaking with confidence
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Speaking with confidence. Techniques for the effective spokesperson. Today’s Goals. Staying on message Handling tough questions Maintaining control over story content Avoiding misquotes Understanding soundbites Communicating in a crisis. Who is this guy?. - PowerPoint PPT PresentationTRANSCRIPT
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U N C L A S S I F I E D
Speaking with confidence
Techniques for the effective spokesperson
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Slide 2
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U N C L A S S I F I E D
Today’s Goals
Staying on message
Handling tough questions
Maintaining control over story content
Avoiding misquotes
Understanding soundbites
Communicating in a crisis
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Slide 3
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U N C L A S S I F I E D
Who is this guy?
An investigation of security violations is under way at Los Alamos ... As for the reports of e-mail security violations, spokesman Kevin Roark said…
...... Kevin Roark told The Chronicle on Friday. Roark also said Holian's statistical charts showing Los Alamos' high performance in safety miss the point. ...
National Public Radio Kevin Roark is a lab spokesman. Mr. KEVIN ROARK (Spokesman, Los Alamos National Laboratory): No one's been idle. The lab has been open. ...
CBS News Lab spokesman Kevin Roark said Los Alamos officials are "eager to explain all the lab has done in response to this latest incident and to outline for the ...
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Slide 4
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U N C L A S S I F I E D
Resources
http://www.agu.org/sci_soc/MediaGuide.pdf
http://www.e911.com/
The Crisis Store — James Lucaszewski
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Slide 5
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U N C L A S S I F I E D
A Favorite Interview
QuickTime™ and aSorenson Video decompressorare needed to see this picture.
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Slide 6
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U N C L A S S I F I E D
Media in the Information Age
We find ourselves at a crossroads
Journalism -- what has become of it?
http://www.journalism.org/
The Internet’s effect on the practice
Radical ideas
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Slide 7
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U N C L A S S I F I E D
New Delivery Systems
Weblogs
e-Papers
Broadcast web
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Slide 8
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U N C L A S S I F I E D
New Rules of Engagement
New kinds of news sources
Reporting opinion as fact
Sins of omission
Standards of inaccuracy
Inconsistent reporter behavior
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Slide 9
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U N C L A S S I F I E D
Feeling hopeless?
All is not lost
Our jobs are just harder
Preparation is the key
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Slide 10
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U N C L A S S I F I E D
New Communication Techniques
Managing expectations
Making communications a process
Communication planning
Key Consent Factors
Messaging — The Triangle
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Slide 11
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U N C L A S S I F I E D
Break
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Slide 12
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U N C L A S S I F I E D
Working with a message triangle
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Slide 13
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U N C L A S S I F I E D
Working with a message triangle
Key Message Point ァ Proof Point—where possible, incorporate throughout your message triangle such message enhancers as specific examples; meaningful statistics; analogies, metaphors & similes; the “Three Cs”” (colorful words, clichés, contemporary references); one-liners, personal experience; quotes from experts—or your opposition
Proof Point
Proof Point
Subsidiary bullet
Subsidiary bullet
Proof Point
MAIN MESSAGE
(TYPICALLY UNSTATED)
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Slide 14
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U N C L A S S I F I E D
Working with a message triangle
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U N C L A S S I F I E D
Working with a message triangle
Off-message question or issue to redirect
Point
Point
Subsidiary bullet
Subsidiary bullet
Bridge to a key message above whenever possible
Off-message question or issue to redirect
Point
Point
Subsidiary bullet
Subsidiary bullet
Bridge to a key message above whenever possible
Off-message question or issue to redirect
Point
Point
Subsidiary bullet
Subsidiary bullet
Bridge to a key message above whenever possible
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Slide 16
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U N C L A S S I F I E D
Working with a message triangle
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Slide 17
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U N C L A S S I F I E D
Reduced performance anxiety
Stagecraft
Rehearsal
Simplicity
Brevity
Enthusiasm
Accuracy
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Slide 18
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U N C L A S S I F I E D
Anatomy of a soundbite
How are soundbites captured?
How are they used?
How soundbites have changed
How to get the soundbite of your choosing into the story
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Slide 19
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U N C L A S S I F I E D
Break
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Slide 20
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U N C L A S S I F I E D
Crisis Communications
What is a crisis?
Anticipating versus reacting
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Slide 21
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U N C L A S S I F I E D
Crisis
— News clipping research by the Institute for Crisis Management shows that 86 percent of crises stem from issues previously known to management, so-called “smoldering” crises. Only a small percentage of crises arise from the stereotypical sudden crisis, such as an explosion, fire, or industrial accident. Clearly, the majority of crises can be anticipated—and potentially prevented from ever becoming a crisis in the first place.
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U N C L A S S I F I E D
Crisis defined
Crisis—An event, other than a declared emergency, that creates or threatens to create an unusually high level of harshly negative media coverage and external criticism.
Emergency—As defined by your Emergency Management organization or police force. Emergency Communications are wholly separate from and would supersede crisis communications activities.
Issue—An external or internal factor, usually mid- to long-term, that threatens your institution’s interests, especially those that could prove damaging to the institution’s reputation.
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U N C L A S S I F I E D
10 steps to effective crisis planning
Start now to establish a method for identifying and anticipating potential crises.
Form a crisis response team. Include individuals from all key functions. The team should be well practiced before handling a crisis. The team must be empowered and able to respond quickly.
Identify and understand interests of target audiences. Establish and maintain open lines of communication between
team members, spokesperson, Lab management, and audiences (internal and external).
Work with the media, not against them. Realize that appearance and tone are important.
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U N C L A S S I F I E D
10 steps to effective crisis planning
Identify a central spokesperson; during a crisis it is vital that the institution or organization speak with and through a single voice.
Be watchful for and mindful of the emotional response; intellectual arguments are worthless in the face of public anger.
Control the information; stay in front of the release of facts—don’t be reactive.
Constantly evaluate your messages and feedback. Don’t fear a rapidly changing situation; change tactics when necessary.
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Slide 25
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U N C L A S S I F I E D
Avoid the common failure patterns
Mismanaging the victim dimension: It is the treatment of victims that maintains or destroys trust and reputation.
Failing to involve the boss: For any crisis response to succeed, the boss or someone the boss trusts must be involved from the very beginning of the planning process.
The presumption of readiness: A 2003 study by Guardsmark, a security consulting firm, estimated that 75 percent of American businesses are significantly under prepared for a crisis or serious emergency.
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U N C L A S S I F I E D
Avoid the common failure patterns
Over-generalized planning: Crisis prevention and response require scenario-based approaches − picking specific potential problems and working them through using a highly organized approach.
Failing to recognize that crises are truly different: Failure occurs when serious problems are treated as “normal course of business.”
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Slide 27
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U N C L A S S I F I E D
Beware of revisionist history
Sooner or later you will have to answer these basic questions:
What did you know, and when did you know it?
What did you do, and when did you do it?
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Slide 28
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U N C L A S S I F I E D
Crisis during emergencies
Deal with the problem—NOW— Tend to the victims— Deal with employees— Manage those indirectly involved— Deal with the critics—The “self appointed self
anointed”
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U N C L A S S I F I E D
Crisis communications rules
OPENNESSAvailability and willingness to respond
TRUTHFULLNESSUnconditional honesty is the only policy
RESPONSIVENESSRecognize that all concerns are by definition legitimate and must be addressed.
TRANSPARENCYNo secrets; behavior and attitude must be beyond reproach
ENGAGEMENTActively seek out and contact those with concerns
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Slide 30
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U N C L A S S I F I E D
Profiles in Jello
The seven mistakes managers make in a crisis
DENIAL VICTIM CONFUSION TESTOSTERONE POISONING FEAR OF THE MEDIA ARROGANCE SEARCH FOR THE GUILTY INDECISION