This document provides guidance on crisis communications and leadership during a crisis situation. It defines a crisis as a major event that negatively impacts an organization. Early signs of a potential crisis can come from public records requests, news reports, whistleblowers, or social media. During a crisis, leaders should establish a timeline, identify policies and action items, determine stakeholders and their needs, have a trusted spokesperson, coordinate messaging with other agencies, and be transparent while focusing on the public interest. An effective response demonstrates leadership, transparency, and a commitment to addressing the situation and its impacts.

1. A test of leadership, an opportunity to shine
All-Agency Directors meeting | 6-12-16
Matt Shelby, communications strategist

3. “A major occurrence with a potentially negative outcome affecting
an organization, company or industry, as well as its publics,
products, services or, good name” (Fearn-Banks 2002: 02)
“A crisis is an event that affects or has the potential to affect the
whole of an organization” Mitroff and Anagnos (2001: 34-35)

5. Public information requests
News reports
“whistleblower” email
Reports/audits
Social media chatter

6. Embargoed reports/audits
HR investigations
Environmental testing
Tort notices
Angry employee, community member, advocate, other

7. Conflict
Controversy
Compelling stories
All to generate clicks

8. Only consider the facts that are publicly available
Think of the worst possible headline

10. Establish a timeline
 Get clear about what happened or could happen
 Who knew what?
 When?
 If you don’t know, say so
Identify pertinent policies
Documentation

11. Identify action items
 Investigation/fact finding
 Supports for those wronged
 Accountability
 Proactive communication (yes/no)

13. Identify stakeholders – external/internal
 Media
 Customers
 Legislature
 Employees
Consider their needs
 How they receive information
 Level of detail needed/wanted
 Message timing/cadence
 Logistical challenges associated with crisis
Share as much as you can as soon as you can

14. Stick to what you know to be true
Refer to established timeline
Avoid speaking in absolutes, crises evolve
Don’t speculate
Is this an opportunity to move other messages?
Track records requests

15. Identify trusted spokesperson/people
If using more than one spokesperson, make sure they are singing
from same sheet of music
Must be calm, professional and genuine
For extended acute events, consider shifts
For slow burn crises, stick with the same spokesperson/people
Trust, trust, trust

17. General public does not differentiate between agencies or levels of
government
Does crisis affect other agencies/jurisdictions?
If so, coordinate messaging
Stay in your lane
Don’t speculate about other people’s work

19. 1982
Seven people died from
cyanide-laced capsules in the
Chicago area
What worked:
• Immediate action:
recall of all bottles
• Increased security in
packaging

20. 2016
Unprecedented traditional
media and social media
coverage
What worked:
• Trusted
spokesperson
• Coordinated media
response across all
agencies

21. Evolving crisis
Issues:
• Not handled at
leadership level
• Slow to release info
to stakeholders
• Shifting timeline
• Mixed messages
from multiple
spokespeople

23. Understands and appreciates the magnitude of the situation
Is actively and affectively managing the situation
Is transparent and open with information
Has the public’s best interest at heart

25. People will judge you by how you respond to a crisis
The public is forgiving (as long as you own your mistakes)
Trust is fleeting and can vanish at the first sign of dishonesty

26.  Fearn-Banks, Kathleen. 2002. Crisis Communications : A Casebook Approach. Mahwah, NJ,
USA: Lawrence Erlbaum Associates, Inc.
 Mitroff, I. I. and G. Anagnos. 2001. Managing Crisis Before They Happen: What Every Executive
and Manager Needs to Know About Crisis Management. New York: Amacom.