Preparing for Crisis5 Essentials to Survive Intact                                                Presented by:           ...
All Types of Crises…Determine & Resolve•   Event or issue based crisis•   Caused by you/yours or by others•   Short term v...
The Stages of CrisisPreparation is Key             Acute Crisis                                                         Ch...
Results are Based On…        Exposure             Performance                  Image             © 2012 All Rights Reserve...
3 Biggest  Leadership Challenges• Assess & managed actual crisis  when everything is fluid & resources  are limited.• Iden...
SuccessfulCrisis Management                  • Vigilant thinking                  • Fast, decisive action                 ...
Essentials to Survive       © 2012 All Rights Reserved   7
#1   Issues Management             © 2012 All Rights Reserved   8
Issues ManagementProcess             •       Establish “Vigilance” Team                 –      Identify interdisciplinary ...
Assessment Tool:     Crisis Barometer                High / Low                          High / High                      ...
#2   Have a Seat at the     President’s Table             © 2012 All Rights Reserved   11
Influencing theDecision-makers                  • Show breadth & scope of                     understanding & interest    ...
#3   Have a Plan &     Test Readiness               © 2012 All Rights Reserved   13
Crisis Plan Objectives                     •    Maintain credibility                     •    Establish ground rules      ...
Crisis ResponseApproach            • Safety first            • Document actions            • Adopt a “find it- fix it” men...
#4   Scale for Social Media               © 2012 All Rights Reserved   16
Social MediaComplications…                   • Velocity of information spread                   • Volume of posts         ...
Put Infrastructure    in Place Now• Develop protocols     – listening vs engaging?     – levels of approval•   Identify & ...
Digital Street TeamEnlist Brand Ambassadors            © 2012 All Rights Reserved   19
Monitor Brand forActionable Insights                             • Monitoring near real time                              ...
#5   Debrief               © 2012 All Rights Reserved   21
You’re On the Clock!                          There’s no time but…                          debriefing is vital:          ...
Crisis CommunicationDebrief            © 2012 All Rights Reserved   23
Next Steps             © 2012 All Rights Reserved   24
To Do NOW: • Institute Issues Management “vigilant thinking” • Assign responsibility to research & assess   specific issue...
Crisis CommunicationExtras           © 2012 All Rights Reserved   26
ProactiveCommunication                    • Enhances credibility                    • Maintains image as                  ...
Message Essentials:                        • People focused                        • Timely & constant                    ...
Crisis Debriefing Check ListDebriefing after a crisis is a healthy way to make this organization even stronger. The exerci...
Crisis Debriefing Check List (continued)•     Were adequate human and other resources available? (yes / no / maybe)?•     ...
For More Information     CONTACT:    Kathleen Hessert      @kathleenhessert         @buzzmgr    1.704.541.5942 or      1.7...
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Preparing for Crisis - 5 Essentials to Survive Intact

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Preparing for Crisis - 5 Essentials to Survive Intact

  1. 1. Preparing for Crisis5 Essentials to Survive Intact Presented by: Kathleen Hessert © 2012 All Rights Reserved
  2. 2. All Types of Crises…Determine & Resolve• Event or issue based crisis• Caused by you/yours or by others• Short term vs long term• Management & communication © 2012 All Rights Reserved 2
  3. 3. The Stages of CrisisPreparation is Key Acute Crisis Chronic CrisisPre-Crisis Resolution © 2012 All Rights Reserved 3
  4. 4. Results are Based On… Exposure Performance Image © 2012 All Rights Reserved 4
  5. 5. 3 Biggest Leadership Challenges• Assess & managed actual crisis when everything is fluid & resources are limited.• Identify & communicate vital Management Communication information in timely manner to all appropriate groups including internal constituencies even with insufficient facts.• Don’t wait to wait to focus on Business business resumption. Assign responsibility from the start to Resumption speed recovery. © 2012 All Rights Reserved 5 5
  6. 6. SuccessfulCrisis Management • Vigilant thinking • Fast, decisive action • People first focus • Collaboration & cooperation • Accountability © 2012 All Rights Reserved 6
  7. 7. Essentials to Survive © 2012 All Rights Reserved 7
  8. 8. #1 Issues Management © 2012 All Rights Reserved 8
  9. 9. Issues ManagementProcess • Establish “Vigilance” Team – Identify interdisciplinary membership – Use Crisis Barometer protocol – Assign follow-up responsibilities to specific people • Schedule regular meetings – Quarterly – When landscape, context, issues change • Identify Crisis Team – Permanent members – Flexible members as needed – Outside expert consultants © 2012 All Rights Reserved 9
  10. 10. Assessment Tool: Crisis Barometer High / Low High / High 10 9 Score the following: 8 (1-10 ten is highest) 7Probability 6 1. Will it escalate in intensity? (%) 0 10 20 30 40 60 70 80 90 100 2. Draw govt/media scrutiny? 4 3. Damage our brand image? 3 4. Interrupt daily activity? 2 5. Effect the bottom line? 1 0 Low / Low Low / High Impact © 2012 All Rights Reserved 10
  11. 11. #2 Have a Seat at the President’s Table © 2012 All Rights Reserved 11
  12. 12. Influencing theDecision-makers • Show breadth & scope of understanding & interest beyond athletics • Be there & contribute when your interests aren’t at stake • Have strong relationships with legal & PR • When crisis hits silence creates doubt. Communicate proactively • Be one step ahead of the issues; anticipate what’s next • Share the nuances & rhythm of athletics. They don’t know! © 2012 All Rights Reserved 12
  13. 13. #3 Have a Plan & Test Readiness © 2012 All Rights Reserved 13
  14. 14. Crisis Plan Objectives • Maintain credibility • Establish ground rules • Control official comments • Neutralize blame • Enlist influential support • Internal • External 12 © 2012 All Rights Reserved
  15. 15. Crisis ResponseApproach • Safety first • Document actions • Adopt a “find it- fix it” mentality • Communicate quickly • Be accountable © 2012 All Rights Reserved 15
  16. 16. #4 Scale for Social Media © 2012 All Rights Reserved 16
  17. 17. Social MediaComplications… • Velocity of information spread • Volume of posts • Limited trust • Need for actionable information • Required 360 awareness • Limited social communities in place • Limited platform expertise • Influencers & advocates not identified in advance • Insufficient monitoring tools • Lack of personnel & infrastructure • Limited social savvy by internal leaders © 2012 All Rights Reserved 17
  18. 18. Put Infrastructure in Place Now• Develop protocols – listening vs engaging? – levels of approval• Identify & enlist digital street team (ambassadors)• Coordinate & get agreement from university level social media/PR• Put monitoring system in place for activation• Plan/adequately staff a social media command center• Educate personnel on social media, crisis protocol, accountability © 2012 All Rights Reserved 18
  19. 19. Digital Street TeamEnlist Brand Ambassadors © 2012 All Rights Reserved 19
  20. 20. Monitor Brand forActionable Insights • Monitoring near real time provides insight from un-aided focus groups • Weekly reports to execs measures effectiveness & progress • At-a-glance understanding of what’s working & not • Enlightens PR, marketing, customer service, development, etc. © 2012 All Rights Reserved 20
  21. 21. #5 Debrief © 2012 All Rights Reserved 21
  22. 22. You’re On the Clock! There’s no time but… debriefing is vital: • Evaluate separately • Crisis management • Communications • Business resumption • Evaluate handling of the perceived vs. real crisis • Rate effectiveness of your • People • Policies • Procedures *Full Debrief Checklist in Extras © 2012 All Rights Reserved 22
  23. 23. Crisis CommunicationDebrief © 2012 All Rights Reserved 23
  24. 24. Next Steps © 2012 All Rights Reserved 24
  25. 25. To Do NOW: • Institute Issues Management “vigilant thinking” • Assign responsibility to research & assess specific issues • Name members of Crisis Team • Begin or vigorously review Crisis Plan • Comprehensively monitor hot industry & organizational issues • Integrate social media strategy into crisis planning • Reinforce inner circle relationship with President’s office, academics & alumni © 2012 All Rights Reserved 25
  26. 26. Crisis CommunicationExtras © 2012 All Rights Reserved 26
  27. 27. ProactiveCommunication • Enhances credibility • Maintains image as caring & efficient • Viewed as primary & best information source © 2012 All Rights Reserved 27
  28. 28. Message Essentials: • People focused • Timely & constant • Provides facts & insights • Considers emotions • Directs public response • Avoids speculation © 2012 All Rights Reserved 28
  29. 29. Crisis Debriefing Check ListDebriefing after a crisis is a healthy way to make this organization even stronger. The exercise is meant to compile and analyze the strengths and weaknesses of our people, policies and procedures involved in the most recent crisis. The results become our “lessons learned.”However, except in the simplest situation, this process will have to be completed in two stages after: 1. The Acute Crisis Stage (what most people think of the crisis itself). 2. The Chronic Crisis Stage (aftermath). The Chronic Crisis Stage, which will include any lawsuits, may go on for a short period or even indefinitely. To adequately resolve any crisis, we need to thoroughly debrief the situation and those people directly involved.• Did we clearly and effectively put PEOPLE FIRST in all decision making and actions?• Did the Athletic Department Issues Management Team and/or others within the department predict the crisis and put adequate prevention/ reaction tools in place?• Were Athletic Department personnel and those of associated organizations at all levels proactive when responding to the crisis? If not, at what level was there a slow or initially no response at all? Why?• Was the team flexible in our approach as the situation changed or did we exhibit a rigid “bunker mentality”? At what level(s) did this occur?• How did our budget inhibit our response at any level? Could we have budgeted for the necessary contingencies to any degree?• Did we make it our business to remove any impediments to a faster, better, more people oriented response? Were all executives and personnel enabled to do the same?• Where were there inefficiencies and to what degree?• What policies and/or procedures were nonexistent, unclear or less effective than what we want/need? © 2012 All Rights Reserved 29
  30. 30. Crisis Debriefing Check List (continued)• Were adequate human and other resources available? (yes / no / maybe)?• If there was a shortage of resources or suspected one, where was it and why?• Were internal communications (upward and downward) consistent…(yes/no), informative…(yes/no), frequent enough (yes/no), calming…(yes/no)?• How effective were our media relations? (poor / average / good / excellent)?• Did we consistently get our message across?• Did our spokesperson (people) represent the Athletic Department and University as a responsive, honest, caring organization?• Did we adequately address the perceived as well as the real crises for our external audiences (yes/no)? for our internal audiences… (yes/no)? for the NCAA (yes/no)?• How well prepared were we for the aftershocks or ripple effects (poor / average / good / excellent)?• Based on our crisis response, rate the effectiveness of the organization: – People (poor / average / good / excellent) – Policies (poor / average / good / excellent) – Procedures (poor / average / good / excellent)• How can we improve the implementation?• What changes are necessary to strengthen the facilities for the next crisis?• Who is responsible for the follow-up actions we’ve identified? By when? © 2012 All Rights Reserved 30
  31. 31. For More Information CONTACT: Kathleen Hessert @kathleenhessert @buzzmgr 1.704.541.5942 or 1.704906.3600 Charlotte, NC, USA www.buzzmgr.comwww.sportsmediachallenge.com

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