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Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
Gcsv2011 crisis management-kelly young
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Gcsv2011 crisis management-kelly young

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This document was created by an individual or individuals who submitted a proposal so he / she / they may present at the Office of Faith-Based and Community Initiative’s 2011 Conference on Service and …

This document was created by an individual or individuals who submitted a proposal so he / she / they may present at the Office of Faith-Based and Community Initiative’s 2011 Conference on Service and Volunteerism (GCSV11). This proposal was approved by the Indiana Commission on Community Service and Volunteerism (ICCSV) and other community partners. Sharing this document is a courtesy extended by the OFBCI to conference attendees who may want to reference materials covered at the GCSV11, and the OFBCI in no way not responsible for specific content within.

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  • 1. CrisisCommunicationManage the Media;Don’t Let the MediaManage You!
  • 2. Every organization will facea crisis at some point, and toignore that fact can onlycompound the damage
  • 3. Crisis & Crisis Communication An event that occurs suddenly, often unexpectedly, and demands a quick response A crisis can threaten the reputation of your leadership and organization A well-managed crisis, however, can not only preserve reputations and credibility but can also enhance them
  • 4.  Many organizations remain unprepared for crises and their consequences, based on surveys of executives. Answer: TrueSource:(CIRI/FH survey, reported inO’Dwyer’s, May 2011)
  • 5. A crisis is a commonplace occurrence and fairly predictable. Answer: False; it’s important to distinguish between a problem (commonplace and predictable) and a crisis, so that you don’t turn a problem into a crisis.
  • 6. Your Crisis Developa list of the five most likely and most devastating crises. Craft an initial statement for each of these crises that would be suitable as a first statement, and then for each, develop a list of other information that would be needed after that initial statement.
  • 7. Other Crises Board/employee  Damaging rumors misconduct  Damage from Employee layoffs natural causes Poor financial  Allegations made performance  On-the-job Financial accidents mismanagement
  • 8. Crisis Dynamics Warning stage (proactive) Point of no return (reactive) Cleanup (reactive) Return to normal (proactive)Source: Guth and Marsh’s Public Relations: A Values-Driven Approach
  • 9. Crisis Communication Be prepared before a crisis occurs Good crisis communications is based on a system already in place Beopen, honest and do what it takes to facilitate stories Have a spokesperson and a plan
  • 10. Crisis Management(Yes, this term may sound like an oxymoron …)Determine your audience’s awareness of the problem:For media relations Find out the journalist’s source to help with your own research and response. Find out the journalist’s beat/approach.
  • 11. Media Relations Media relations are activities involving working directly with persons responsible for the editorial (news and features), public service and sponsored programming products of mass media. Media outlets include:  Print  Television  Radio  Social Media
  • 12. Media Tips 101 Know the media most likely to cover you. Build and use, but don’t abuse a good contact list. Always give the media information that is newsworthy.
  • 13. More Media Tips Take advantage of breaking and national news. Make yourself available to the media at any time. Be creative, responsive and respectful.
  • 14. Managing the MediaDuring a Crisis Develop a realistic (and reassuring) message Keep information brief, but use enough detail to resolve basic questions Refrain from commenting on your opposition Tell your side of the story simply, honestly
  • 15. Managing the MediaDuring a Crisis Establish credibility with fast honesty Follow up with messages of reassurance Release bad news yourself Get approvals ahead of time for some “boilerplate” messaging, information bulletins, safety warnings, and apologies
  • 16. Apologies On Record Step away from defense mode, gather information, and offer basic information before apologies. It’s OK to be a brand defender, but be ready to apologize if necessary. Effective apologies: are delivered from the heart, put the public first, accept responsibility, and use words of regret. Don’t speculate when deciding on whether to apologize. You may quickly realize that your organization owes the public an apology, but wait until all the facts are in so you do it well.
  • 17. Simple Tips: Don’t speculate! Find a way to release information immediately, followed by updates, based on facts as they become available Talk to media personally, when able (old-fashioned phone tree works) Use social media to push media to your official messages
  • 18. Don’t Forget to… Tell stories about your CAUSE Focus on positive outcomes Makestories simple rather thancomplex Use consistent messaging

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