Preparing for Your Next Crisis

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The question is not whether you and your organization will have a crisis (you will). The question is whether you and your organization are ready to handle your next crisis. This presentation provides an overview of fundamental crisis communications planning and management to help ensure your organization is ready to respond quickly and effectively when the waste material strikes the rotating fan blades.

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  • And this is all happening at once in real time.
  • Preparing for Your Next Crisis

    1. 1. Leadership RaleighPreparing for Your Next CrisisMay 1, 2012Presentation byRoger M. Friedensen, APRPresident | CEO© 2012 All Rights Reserved. Confidential.
    2. 2. How often has this happened to you? Day One PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 2
    3. 3. Day Two PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 3
    4. 4. You may ask yourself, ‘Well, how did I get here?’ PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 4
    5. 5. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 5
    6. 6. Communication during and after a crisis is not about pulling strings behind the scenes to “spin” the public and media.It’s about responding effectivelyto preserve and strengthen yourcredibility, reputation and ability to operate successfully PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 6
    7. 7. “If you lose money for the firm by a bad decision, I will be understanding. If you lose reputation for the firm, I will be ruthless.” Warren Buffet PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 7
    8. 8. What’s your biggest concern abouthandling a crisis at your organization? PRESENTATION TO CLIENT NAME | CONFIDENTIAL | PAGE 8
    9. 9. The first rule You can’t manage a crisis, but you can manage your response PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 9
    10. 10. What do we mean by “crisis”? PRESENTATION TO CLIENT NAME | CONFIDENTIAL | PAGE 10
    11. 11. Attributes• Out of the ordinary• Unpredictable, disruptive• Potential to undermine confidence, damage reputation• Affects or involves multiple audiences• Draws attention of internal/external stakeholders, including media PRESENTATION TO CLIENT NAME | CONFIDENTIAL | PAGE 11
    12. 12. Types of crises• Natural disasters• Accidents (mechanical, human error)• Legal or financial issues• Government actions• Criminal activities• Employee incidents• Environmental, health issues• High-profile events PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 12
    13. 13. But it can happen here, and it will happen to you It’s not a question of if, it’s a matter of when… PRESENTATION TO CLIENT NAME | CONFIDENTIAL | PAGE 13
    14. 14. Not every crisis is like this (though it may feel like it) PRESENTATION TO CLIENT NAME | CONFIDENTIAL | PAGE 14
    15. 15. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 15
    16. 16. Novozymes, Franklinton, N.C. | February 2006 PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 16
    17. 17. June 13, 2010 PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 17
    18. 18. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 18
    19. 19. A few years ago… Mgmt activates emergency respondersCrisis Event Emergency responders update mgmt Mgmt gathers facts Mgmt updates team, materials Creates media materials (statement, release, etc.) Media materials reviewed and approved Updates reviewed and approved Mgmt decides when, what and to whom to release Mgmt informs internal/ external stakeholders Mgmt distributes updates Mgmt notifi es media via phone, wire, etc. Repeat, as necessary Media request interviews, send video/ photo crews Mgmt controls media access; offers interviews; holds news briefi ng(s); disseminates approved information Mgmt monitors TV, radio and newspaper(s) Determines response, if needed Issues clarifi cation via wires, release PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 19
    20. 20. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 20
    21. 21. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 21
    22. 22. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 22
    23. 23. Quite simply, this changed –and is still changing –everything. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 23
    24. 24. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 24
    25. 25. TheConversationPrism© Brian Solis, JESS3 PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 25
    26. 26. And this is all happening at once in real time. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 26
    27. 27. And once it starts… PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 27
    28. 28. The Four R’s• React• Respond• Recover• Rebuild PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 28
    29. 29. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 29
    30. 30. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 30
    31. 31. PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 31
    32. 32. Tell me a story, pleeeeeeeeze... PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 32
    33. 33. What persuades us? PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 33
    34. 34. What persuades us? Logos Ethos Pathos PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 34
    35. 35. Trust + Expertise + DynamismCredibility PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 35
    36. 36. Top 10 ways to trash a reputation10. Wait till the last minute: why prepare now if it may not happen at all?9. Ignore your employees or members: it’ll just distract them.8. Ignore the media: heck, they’ll just twist the truth anyway.7. Play by your rules: why give a hoot about what anyone else wants?6. Never accept responsibility or apologize: my lawyer always knows best! PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 36
    37. 37. Top 10 ways to trash a reputation5. Ignore emotions: feelings are for wimps – Facts Rule!4. Cooperate only when you have to: keep your head down and your mouth shut.3. Provide only the bare minimum: why invite confusion with details?2. Dazzle ‘em with jargon: if a little is good, then a lot is even better!2b. All this social media crap is just a passing fad.1. Ignore it and it will go away… PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 37
    38. 38. From the horse’s mouthSam Donaldson, Hold On, Mr. President:“When people ask me how to get a favorable story, I tell themthat you cant bribe me, you cant intimidate me, you may beable to bamboozle me (but when I find out about it, Ill be madas hell), but you can get the best story possible by taking meseriously and leveling with me. And usually, it is far better totell the press what you can if you want to avoid a bad story." PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 38
    39. 39. A couple of closing thoughts… PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 39
    40. 40. It’s hard work PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 40
    41. 41. Excellence takes time PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 41
    42. 42. Sometimes there’s a bumper crop… …and sometimes there’s not PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 42
    43. 43. Sometimes the gods are with you,and sometimes they’re crazy (or just plain mean) PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 43
    44. 44. Thank you! (and may the Forge be with you) Roger M. Friedensen, APR President | CEO roger@forgecommunications.com @ForgeComm | @RogerFriedensenLinkedin.com/in/RogerFriedensen | +Roger Friedensen 877.99.FORGE PRESENTATION TO LEADERSHIP RALEIGH | CONFIDENTIAL | PAGE 44

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