SCC2013 - Keep calm and carry on: Practical tips on how to cope when public engagement events go wrong - Kay Miller
Keep calm andcarry onKay Miller
Kay Miller• BS organizes up to 30 events per year• Many events are joint• UK and overseas• Conferences, workshops, training days, hot topic events, careersevents…• Generally 100-150 attendees, and historically 1000+
Crisis Management• What exactly is a crisis?Fire? Death? Norovirus outbreak?• Something you can’t prevent or control?• Dictionary definition:“a time when a difficult or important decision must be made”
Crisis Management• Why plan and prepare?– Anticipate - Plan for emergency situations that are likely to happen– May help you to avoid trouble– Will help you react appropriately– What will delegates expect of you?– Protect your reputation and your budget
Crisis Management• How vulnerable are your events? What could possibly go wrong?– Fire– Snow– Volcanic ash– Terrorism– Epidemic illness– Food poisoning– Speakers do not show (really a crisis?)
Crisis Management• Why write a crisis plan?– do NOT attempt to ‘wing it’– Do not assume that your team, or the venue, will know what to do• What should a plan include?– Operational: what do we do, who does it, when is it done?– Communications: what do we say, who says it, how do we get themessages out?
Crisis ManagementPlanning for a crisis – key stages•Pre-Crisis Planning– All about minimizing risk– Put in place contingency plans– Benchmarking – how have other organizations handled crisis?
Crisis ManagementPlanning for a crisis – key stages•Managing the crisis– Identify the crisis – is it really?– Appoint a crisis manager to coordinate. Assign authority as appropriate– Identify the crisis management team– What needs to be done, by who, when - the first hour is the mostimportant– Identify the cause of the crisis – will there be a repeat?– Will the effects of the initial crisis escalate?
Crisis ManagementPlanning for a crisis – key stages•Post-Crisis– Communicate what has happened and why, this needs to be scripted(should create a standard response for all situations)– Evaluate the effects– Was there a clear cause?– Repair
Crisis ManagementCommunication•Richard Branson Virgin Train Crash in Cumbria•BP CEO