Brian Goldthorpe, President of Privileged Communication, will discuss the importance of Crisis Management and Communication for Non-Profit Professionals. Brian defines a crisis as any situation that threatens a non profit's reputation, or that may disrupt an organization's ability to carry out its mission. Non profit crises may originate from a variety of causes - from fiscal emergencies and legal woes, to leadership problems and staffing struggles. Though the origins and response strategy vary from crisis to crisis, the importance of effectively managing these situations remains constant, playing a large role in whether the organization is successful over time. Learning objectives: 1. Create a shared understanding of the importance of effective and efficient Crisis Management and Communication for non-profit organizations and professionals. 2. Educate participants about the key components of a crisis response, including general messaging, internal communication, media relations and social media. 3. Offer any participants in the webinar a free 60-minute crisis management consultation with Brian via Skype or phone to be scheduled at their convenience. Email Brian at brian.goldthorpe@secureyourrep.com or call 267-973-0619 to coordinate scheduling.

1. An Introduction to
Crisis Management
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Insights for Nonprofit Organizations
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4/10/14
1pm EST

2. Your Presenter
Brian Goldthorpe
President, Privileged Communication
www.secureyourrep.com
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With over ten years of professional
experience in strategic communication,
public relations, organizational
communication and crisis management,
Brian has a broad base of experience and
relationships that he applies to benefit
every client. He previously served as the
statewide Public Policy Director for the
Pennsylvania Chapters of the National
Multiple Sclerosis (MS) Society,
Communications Associate for the
Philadelphia Workforce Investment Board,
and Legislative Aide for former Ohio State
Senator Jeff Jacobson.
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3. Overview
• A crisis is any situation that threatens a non profit's reputation, or
that may disrupt an organization's ability to carry out its mission.
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• Non profit crises may originate from a variety of causes - from
fiscal emergencies and legal woes, to leadership problems and
staffing struggles.
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• Though the origins vary from crisis to crisis, the importance of
effectively managing these situations remains constant, playing a
large role in whether the organization is successful over time.

4. The Practice of Crisis Management Includes
• Standards to measure which scenarios
constitute a crisis, and among those, which
require a response
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• Methods used to respond to real and
perceived crises
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• Communication (internal and external) that
occurs throughout a crisis response

5. A crisis mindset requires the ability to think of
the worst-case scenario while simultaneously
suggesting numerous solutions. Trial-and-error
is an accepted practice, as the first line of
defense might not always work. It’s necessary
to maintain several strategies in your
contingency plans and to be always on alert.

6. Why is Crisis Management Important
• In our social media savvy, 24-hour news world, it’s increasingly
important for nonprofit organizations to plan, prepare and preempt
(when possible) crisis situations.
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• While charities are generally appreciated and have far more
goodwill than politicians and businesses (some of my other clients),
charities are not seen necessarily perceived as being innocent.
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• Well-publicized fiscal, leadership and morale crises have stricken
some of the largest and most prolific nonprofit organizations in the
world. As a result, all nonprofits are more susceptible to public
criticism and attacks on their reputation.
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• It’s vital for charitable organizations to establish a crisis team and
create a crisis manual, complete staff training and be prepared for
the an aggressive and fast-moving news cycle.

7. Why is Crisis Management Important, cont’d
• Your credibility and reputation are heavily influenced by the perception of your
responses during crisis situations.
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• In times of crisis, your stakeholders will expect you to emerge as a leader to
minimize the impact of the crisis at hand. At the same time, any detractors will
look for someone to blame. It’s an extreme environment, and it’s incumbent
upon non-profits to establish a sense of normality, and foster collective learning
from the crisis experience.
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• During crisis, leading organizations must also deal with any strategic
challenges they face, the political risks and opportunities they encounter, the
errors they make, the pitfalls they need to avoid, and the paths away from crisis
they may pursue.
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• If handled effectively, a crisis provides non-profit organizations with an
opportunity to exhibit leadership, illustrate value, safeguard your stakeholders
and educate the public.

8. Effective Crisis Management Begins Early
• Know what can precipitate a crisis - what are your unique “risks”
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• Understand how to assess your “risks” – which may generate the
most interest and concern amongst the public, the media and your
stakeholders (not all “risks” are created equal)
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• Prepare and plan – create protocols, assign roles, write an action
plan, compile contact lists and develop resources
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• Practice – occasional fire drills help leadership prep for how to
activate the crisis response plan
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Taking these steps increases the likelihood that you will make sound
decisions, take responsive action and conduct effective crisis
management

9. Communicating during a Crisis
• Crisis Communication is one area of Crisis
Management that is designed to protect an organization
when facing a threat to its reputation.
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• Most often, the goal of crisis communication is to
minimize damage and enable an organization to
continue to function at full capacity during a crisis. Many
crises also present opportunities to communicate new
ideas and objectives.
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• Crisis Communication can play a significant role by
transforming the unexpected into the anticipated and
responding accordingly.

10. Communication through Anticipation
• Anticipate the purpose, goals of your communication
and the messages during the crisis
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• Anticipate the communication philosophy / approach
you’ll likely use during the crisis
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• Anticipate the news media interests and potential
stories at the beginning and as things evolve
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• Anticipate likely questions that media, policy makers
and the public will have – especially, at the outset

11. Philosophical Approaches to Communication
• Lead with concern - convey empathy and
caring
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• Acknowledge uncertainty and share
dilemmas, possible outcomes
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• Foreshadow potential or likely
developments, challenges and responses /
actions
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• Address and guide expectations

12. Stakeholder Audiences
• Issue experts
• Employees
• Board members / leaders
• Key partners and collaborators
• Interested public
• News media (traditional and digital) and
external public affairs staff

13. The Goals of Communication during a Crisis
• Foster trust and credibility through timely, transparent and
when possible, proactive communications
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• Identify and explain any risks or potential risks – address,
ease public concerns
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• Minimize harm, reduce the scope and magnitude of crisis
by achieving high awareness and taking steps toward change
if necessary
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• Give guidance, options and suggestions for helpful actions

14. Crisis Communication – Keys to Success
• Maintain connectivity with all stakeholder audiences
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• Minimize disruption of daily professional responsibilities
• Create an opportunity from every crisis – examples
• Be proactive – get out in front
• Be accessible to all audiences, especially the media
• Show sincere empathy for any people, places or organizations affected by the crisis
• Be as transparent and honest as possible, provided there are no legal implications in doing so
• Keep detailed and secure records of all external communication
• Secure private correspondence and confidential / internal information
• Communicate early and often during a crisis – you must become THE source for media
• Communicate crisis response messages through several channels, including traditional and social media
• A multi-faceted crisis communication plan is the best!

15. Questions?

16. Next Steps
Contact me to schedule a complimentary consultation to
discuss crisis planning for your organization –
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Brian Goldthorpe
President
Privileged Communication
Washington, DC
C: 267.973.0619
E: brian@secureyourrep.com
W: http://secureyourrep.com
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“When written in Chinese, the word ‘crisis’ is composed of two characters.
One represents danger and the other represents opportunity.” – John F.
Kennedy

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