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Six Hours To Take Control of a crisis (Short Version)
 

Six Hours To Take Control of a crisis (Short Version)

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This is a short version of a much longer presentation I offer my clients on communication during a crisis.

This is a short version of a much longer presentation I offer my clients on communication during a crisis.

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  • Guide on how to communicate during a crisis Part of the Emergency situations program : Crisis and business continuity Consists mostly of protection of the individuals and the equipment and on business revival PROTECTS YOUR REPUTATION Impossible that such a guide covers every situation. Instead, it provide a working method to take control of a crisis situation quickly. Companies can use WIKIS or Ideagoras to work on programs such as the, to improve them. The term Ideagoras refers to places on the internet where large numbers of people and/or businesses gather to exchange ideas and solutions.
  • LEVEL 3: Catastrophe – Event happening or which will happened in the near future. It will gravely affect the operations during an indefinite period of time. THE SITUATION IS OUT OF CONTROL and puts the neighborly community at risk. THE EVENT WILL BE COVERED BY THE MEDIA. Requires the intervention of the crisis task force, the captain and his team as well as external resources. (Example : death, serious injury, major fire, major explosion, major breakage, natural catastrophe, spill or event causing permanent impact, destruction of natural or biological resources) LEVEL 4 – Major catastrophe - Event happening or which will happened in the near future. It will gravely affect the operations during an indefinite period of time. THE SITUATION IS OUT OF CONTROL and will have impact way outside of the company. Employees, installations and the public are threatened. THE EVENT WILL BE COVERED BY THE MEDIA. Requires the intervention of the crisis task force, the captain and his team as well as external resources. (Example: multiple deaths or serious injuries, fire, explosion or major spill, major breakage, major security-related incident) TRANSITION : WHY MANAGE A CRISIS?
  • Manage every aspects of a crisis: - Media relations. Media people will voice critics if you fail in some aspect during the crisis. They will also extend congratulations if you were flawless.
  • TYLENOL In 1962, Johnson & Johnson, producer of Tylenol, faced a crisis of great proportion. Cyanide was found in Tylenol bottles. The company reacted very quickly, calling back its products throughout the USA (at a tremendous cost). Found the source of the problem; then introduced new sealed bottles. Today, it is a business case that is taught in Colleges and universities. MAPLE LEAF, in 2008 faced a crisis of its own. Listeriosis was found in its products, mostly ham. How did they manage this crisis? A bit slow to find the source of the problem. They called back their products on three consecutive dates, contrary to Johnson & Johnson. However, the CEO Michael McCain, admitted the company’s responsibility immediately (videos, press releases, radio) (Not on social medias though) and explained what the company was going to do. One mistake on the Internet. If you Google the name Maple Leaf, you were directed to the Web site of a law firm that was handling the class action suit against Maple Leaf. A blog would have been much more efficient than their Web Site. DISCUSSION TRANSITION : WHAT SHOULD A GUIDE CONSIST OF?
  • First hours of a crisis are crucial. YOU MUST REACT QUICKLY AND TAKE CONTROL! Only a comprehensive plan and preparation will help you achieve this.
  • Do you have one? Is it up to date? How often during a year do you update the information? Discussion : Describe the info in this emergency contact sheeet.
  • There you are. Example of a crisis task force. Other example consist of: -CEO -HR VP -VP Comm -Corporate secretary or legal affairs -VP Finance -VP Investor relations
  • Today, you would want to add a blog which is the perfect communication tool to keep people informed on real-time basis, to monitor the opinion (with the comment application). You should open a Twitter canal for emergency messages. DISCUSSION
  • Facilitates the spokespeople, experts and authorities trip The press center must be linked to the crisis task force at all times Its equipement: Electronics : computers and printers, fax, copier, projector Internet connection Company’s stationnery (unless available online) Recorder, camera, video camera and SD cards VCR and television Office supplies Furniture for press conferences (tables, cloth, lectern, podium, curtains, projector, speakers, console) VIP cards for the journalists and registration forms Service of a caterer Plan of the site, cards, etc.
  • This is why you should ask all media people what is their. deadline.
  • No hypothetical answers or assumption Only verified facts Correct facts, interpretations, rumours
  • Making you lose your temper is a technique used by journalists to make you talk.
  • You will be seen as a responsible and organized organisation. You are in control and open to the information.
  • Time is of the essence here.
  • You will send the image of a responsible and organized organisation. You are in control and open to the information.
  • Your reputation as seen by : The employees The shareholders The clients The providers The community Reinstate the organization’s activities
  • You will work closely with these guys. Better that you establish close cooperation based on trust.
  • You will have to work with national medias and others. Better be ready to answer questions.
  • Are people dead or injured? Is it a threat for the community? Is it a threat for the environment (air, water, fauna, flora, etc.)
  • A full assessment of the situation. Key messages sent to members of the crisis cell and key people. ONE MESSAGE, ONE ONLY; THE SAME MESSAGE
  • Done privately, away from the media. Employees and their families should agree no to discuss this information with anyone. They must wait for the company to make its first public statement.
  • Severity: Injuries Deaths Impact on the environment, the community Business continuity
  • Crucial and essential. You need to show that you are working hand in hand with local authorities.
  • Everybody must be on the same page, although only the spokesperson is talking to the media.
  • The company has to synchronize all public statements with the local authorities. Close cooperation is crucial.
  • Should be done as often as possible. They are your priority.
  • Not your responsibility (this is the captain’s) but you must be part of it to asses the situation properly and thoroughly. YOU HAVE THE COMPANY’S REPUTATION AT HEART!
  • The sooner you can make that statement the better it will be. Putting all documents on your website is crucial as some media will not be able to attend your press meeting. WEB press conference?
  • You website will the first place people and media will look for information. More than ever this is the case.
  • The sooner you link with these stakeholders the better
  • You must be one step ahead of the media people. Anticipating priorities will help you to be one step ahead of everybody.

Six Hours To Take Control of a crisis (Short Version) Six Hours To Take Control of a crisis (Short Version) Presentation Transcript

  • Six hours To take control of a crisis
  • Table of content
    • What is a crisis?
    • Why take control of a crisis?
    • Why a guide on crisis management?
    • The Crisis Task Force
    • Contingency Plans
    • Questions from the media
    • Your procedures with the media
    • Your Web site
    • Basic principles
    • Your objectives
    • Your targets
    • Crisis Task force Management Chart
  • What is a crisis? A crucial stage or turning point for someone or something The result of a sudden and unplanned event or the conjunction of multiple events or facts
  • Why manage a crisis?
    • TO MINIMIZE THE IMPACT ON:
    • People’s security and integrity
    • The company’s assets
    • Delivery of products and services to clients
    • The business
  • Why manage a crisis? To protect your REPUTATION !
  • Why a guide?
    • To be organized
    • To react promptly
    • To take control
  • What should this guide consist of?
    • A permanent crisis task force
    • Every department’s contingency plan
    • An emergency contact booklet
  • Crisis task force Captain Security Public affairs Relations with the employees Investor Relations Telecommunications Logistics Continuity Business recovery Customer and Provider service Head Office
  • Contingency plans
    • Preparation for an emergency
    • Reaction to an emergency
    • Recovery plan for the production activities
    • A crisis management website (dark site)
  • Your contingency plan
    • PRESS CENTER
    • Outside but close to the site of the accident or crisis
  • Questions from the media
    • ACCIDENT
    • How many are dead or injured?
    • How many survived?
    • Types of injuries
    • Nature and speed of the interventions
    • Dead bodies procedure
    • Are there notable people among the victims?
    • Where were they transported?
  • Questions from the media
    • DAMAGE TO THE INSTALLATIONS
    • What will be the cost of those damages?
    • Which installations / equipments were damaged?
    • What is the impact on the business?
    • When will the operations start again?
    • What is the impact on employees?
  • Questions from the media
    • CAUSE
    • Can someone explain what happened?
    • Is there an eye witness?
    • What caused this event?
    • Who alerted the authorities?
    • How did you react?
    • Has this happened in the past?
  • Questions from the media
    • RESCUE PROCEDURES
    • How many people participated to the rescue procedures?
    • What kind of equipment was used?
    • Did you rescue disabled people?
    • What measures were put into place to contain the situation?
    • Did someone risk his life to save another?
  • Questions from the media
    • IMPACT ON THE ORGANIZATION
    • How long will the activities be troubled ?
    • Will there be a coroner investigation?
    • When will the police report and the insurance be available?
    • Will this impact the customers?
  • Your procedures with the media All media requests should be handled by one person only Take notes of basic information Call back as soon as possible Monitor the media Give the media priority according to their deadlines
  • Your procedures with the media
    • WHO SHOULD YOU SPEAK TO FIRST?
    • To local and regional radio stations
    • To local television stations
    • To national continuous reporting stations (radio and television)
    • To news agencies
    • To Internet-based information agencies
    • To daily and weekly newspapers and magazines
  • Your procedures with the media
    • ATTITUDE AND KEY RULES
    • Remain calm
    • Be honest and transparent
    • Show empathy and compassion
    • Be in control
    • Be precise
  • Your procedures with the media
    • DO NOT
    • Refuse to comment on the situation or flee the media
    • Avoid taking your responsibilities
    • Lie or make the organization look good
    • Be on the defensive
    • Discuss hypothetical matters
    • Lose your temper
  • Your website (Dark Site) Planned and programmed before a crisis arises
  • Your website (Dark site)
    • CONTENT
    • Top management (title and picture)
    • Main activities (description, address, picture)
    • Products and services (description)
    • Organization chart
    • Financial results (over 10 years)
    • Links
      • Investors relations
      • Divisions, business units
  • Your website (Dark site)
    • CONTENT
    • A section for the crisis
      • Public statements
      • Press releases
      • FAQ (including the answers)
  • Basic principles The first six hours are crucial
  • Basic principles
    • YOU WILL NEED:
    • As many resources as possible
    • A crisis re-evaluation process
    • Transparency and proaction in all communication
    • A quick decision-making process
  • Basic principles The first six hours are crucial
  • The organization’s objectives
    • Insure the integrity of people and goods
    • Reinstate the organization’s activities
  • The communication objective Protect the reputation of the company
  • Your local targets Employees Families Management team Suppliers Gatehouse Other access points Local authorities Medias
  • CEO Board of directors Management team Clients Shareholders Governments National medias Your external targets
  • Crisis task force management chart
    • FIRST HOUR
    • Everybody is in place
    • Everyone in charge of the access points (gatehouse, reception, etc.) have received instructions
    • Head office has been contacted
    • First evaluate of the situation :
      • What do we know?
      • Have those facts been checked?
  • Crisis task force management chart
    • FIRST HOUR
    • Are the emergency teams working on site?
    • Is everyone on site safe?
    • First contact with local authorities
    • What kind of information is circulating within the community? Are there rumours? What are they?
    • Coordination of the first statement to local authorities
  • Crisis task force management chart FIRST HOUR FIRST COMMUNICATION WITH EMPLOYEES AND THEIR FAMILIES
  • Crisis task force management chart
    • SECOND HOUR
    • You should have received all the media requests
    • What is the last information available?
    • Is it reliable?
    • What is the diagnostic concerning the severity of the situation?
      • On the employees and the organization
      • On the local community
      • On the environment
  • Crisis task force management chart
    • SECOND HOUR
    • Have our local team and the emergency services established a collaboration process?
    • Do we have the necessary resources to fully be in control of the situation?
    • What are the rumours?
    • Coordination with local authorities
  • Crisis task force management chart
    • SECOND HOUR
    • Preparation of the official public statement
    • Preparation of the spokesperson
    • Briefing on key messages for the teams
    • Instructions to people at the access points
  • Crisis task force management chart
    • THIRD HOUR
    • Do we have a first report on the situation?
    • Are the rumours false?
    • Are there other rumours?
    • Is the spokesperson ready?
    • Are the experts ready?
    • Have the various teams received the media statement?
    • Are the local authorities ready?
  • Crisis task force management chart THIRD HOUR SECOND COMMUNICATION TO EMPLOYEES AND THEIR FAMILIES
  • Crisis task force management chart THIRD HOUR REPORT TO TOP MANAGEMENT
  • Crisis task force management chart THIRD HOUR FIRST STATEMENT TO THE MEDIA First deposit of documents on your website
  • Crisis task force management chart
    • FOURTH HOUR
    • Update on the situation (hour after hour)
    • Change the message to the media if necessary
    • Information process for employees working the next shift
    • Follow-up on the employees and their families
    • Update of the website
  • Crisis task force management chart
    • FOURTH HOUR
    • FIRST COMMUNICATION TO INTERNAL AUDIENCES
    • Chairman of the board of directors
    • CEO
    • Members of the board of directors
    • Presidents of divisions
    • Shareholders
    • Strategic partners
  • Crisis task force management chart
    • FIFTH HOUR
    • Update on situation
    • Monitoring of the media
    • Update and corrections to the media if necessary
    • Community status
    • Other targets reaction
    • Media requests management
    • Priorities for the next hours
  • Crisis task force management chart
    • SIXTH HOUR
    • Update on situation
    • Monitoring:
      • Media
      • Population
      • Other targets
    • Situation at access points
    • Employees and their families status
    • Future priorities
  • REMEMBER You have six hours to take control
  • Case study