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How to Respond to Incidents and Crises Online

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Talk to business and communications students in Vietnam about incident and crisis communications using the internet and social media

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How to Respond to Incidents and Crises Online

  1. 1. FPT Polytechnic Ho Chi Minh City – June 15, 2018 CPC& NO TIME TO THINK HOW TO RESPOND TO INCIDENTS AND CRISES ONLINE 1
  2. 2. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& About Charlie Pownall • Managing Director at reputation and communications consultancy CPC & Associates • Faculty at Johnson & Johnson Center for Leadership & Learning • Chairman, Communications & Marketing Committee at The American Chamber of Commerce in Hong Kong • Regional Managing Director (Asia-Pacific) at Burson-Marsteller • Group Communications Manager at WPP plc • Group Communications Director at SYZYGY AG • Speechwriter at the European Commission • Journalist at Reuters 2
  3. 3. © Charlie Pownall/CPC & Associates 2018. All rights reserved INCIDENT CRISIS PROBLEM ISSUE -SEVERITY+ - LONGEVITY + Types of negative situations CPC& 3
  4. 4. © Charlie Pownall/CPC & Associates 2018. All rights reserved “A significant negative event that contains actual or potential risk to life, health, environment, business continuity, reputation or those relationships a company requires to operate its business.” • Is this situation a precursor that risks escalating in intensity? • Does it risk coming under close scrutiny? • Will it interfere with normal business operations? • Will it jeopardise our public image or bottom line? What is a ‘crisis’? CPC& Source: Steven Fink 4
  5. 5. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 5
  6. 6. © Charlie Pownall/CPC & Associates 2018. All rights reserved A crisis can have a serious impact CPC& • Bankruptcy/liquidation • Loss/restriction of licence to operate • Loss of sales, market share • Fall in share price • Regulatory scrutiny/intervention • Litigation, fines, compensation • Loss of life, serious injury • Damage to infrastructure & operations • etc 6
  7. 7. © Charlie Pownall/CPC & Associates 2018. All rights reserved Severity of damage depends on many factors CPC& • Isolated or systemic • Accidental or malicious • Core or peripheral • Degree of regulatory scrutiny • Degree of legal action/litigation • Degree of financial loss • Degree of customer/public interest • Strength of reputation and relationships • Quality of company response 7
  8. 8. © Charlie Pownall/CPC & Associates 2018. All rights reserved Reputation is central to crisis impact CPC& 8
  9. 9. © Charlie Pownall/CPC & Associates 2018. All rights reserved • Political pressure • Regulatory changes • Religious/cultural/political controversies • Societal outrage • Health scares • Hostile takeover bids • Natural disasters • Political unrest • Sabotage & extortion • Corporate/strategic failure • Corporate governance failure • Fraud/malpractice • Poor employee behaviour • CEO dismissal • Employee injuries/death • Industrial disputes • IT system failures • Product quality recalls EXTERNALINTERNAL ISSUE-LED INCIDENT-LED ‘Traditional’ business risks CPC& 9
  10. 10. © Charlie Pownall/CPC & Associates 2018. All rights reserved • Corporate and brand reputation • Cyber attacks, social engineering, confidentiality, privacy • Freedom of expression, harassment, defamation • IP: impersonation, hijacking, copyright, trademarks • Poor employee behaviour/comments • Marketing, social media programmes, automation • Online reviews, customer service • NGO and community activism • Rumours, misinformation, disinformation • Smoking guns CPC& ‘Online/social media’ business risks 10
  11. 11. © Charlie Pownall/CPC & Associates 2018. All rights reserved • Can strike from anywhere – Fast evolving citizen/consumer rights, expectations, behaviours – Rise of nationalism, privacy and other difficult, emotive issues – Online short, sharp shocks that can quickly escalate into full blown crises • Hard to manage – Reputation is global – News, information and commentary move faster and further – Immediate expectation of openness and honesty – Skeptical, fickle customers/stakeholders – More rumours, misinformation, disinformation – Everyone has a voice, but who is credible and trusted? – Ease of sharing sensitive and confidential information CPC& The reality of incidents and crises today 11
  12. 12. © Charlie Pownall/CPC & Associates 2018. All rights reserved 12 BUSINESS LEGAL COMMS charliepownall.com © CPC & Associates Core incident/crisis response levers CPC& - IT - Security - Risk/Audit - Finance - HR - etc - PR - Marketing - Customer service - Internal communications - Investor relations - Digital/social media - etc - Investigations - Advisory - Disputes - Removals - etc 12
  13. 13. © Charlie Pownall/CPC & Associates 2018. All rights reserved • You don’t know what is happening • Information is partial and inaccurate • Rumour and speculation are spreading fast • The media is calling • Legal is telling you to say nothing • Management has gone missing • Panic is taking over CPC& Breaking incidents and crises are frightening 13
  14. 14. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& Delivery Failure December 2011 14
  15. 15. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 15 https://www.youtube.com/watch?v=PKUDTPbDhnA
  16. 16. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 16
  17. 17. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 17
  18. 18. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 18
  19. 19. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 19
  20. 20. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 20
  21. 21. © Charlie Pownall/CPC & Associates 2018. All rights reserved • Acknowledge the issue • Recognise the urgency of the situation • Demonstrate it is being taken seriously • Show empathy with those impacted • Promise to keep people updated Classic first response messages CPC& 21
  22. 22. © Charlie Pownall/CPC & Associates 2018. All rights reserved • ‘It is reported’ … • ‘We are aware of’ … • ‘It is understood that’ … • ‘Our thoughts are with’ …. • ‘We are fully committed to’ … • ‘Details will be made available’ … Classic holding statement phrases CPC& 22
  23. 23. © Charlie Pownall/CPC & Associates 2018. All rights reserved Air Crash November 2014 CPC& 23
  24. 24. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& Source: AP 24
  25. 25. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 25
  26. 26. © Charlie Pownall/CPC & Associates 2018. All rights reserved 5Cs of crisis messaging • Concern – for those affected • Commitment – to help however possible • Control – at the most senior level • Confidence – but not arrogance • Competence – in how to handle the crisis CPC& 26
  27. 27. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 27
  28. 28. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 28
  29. 29. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 29
  30. 30. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& https://www.youtube.com/watch?v=4ESU_PcqI38 30
  31. 31. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 31
  32. 32. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 32
  33. 33. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 33
  34. 34. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 34
  35. 35. © Charlie Pownall/CPC & Associates 2018. All rights reserved Passenger Assault April 2017 CPC& 35
  36. 36. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& https://www.youtube.com/watch?v=dASATLLvGRM&t=5s 36
  37. 37. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 37
  38. 38. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 38
  39. 39. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 39
  40. 40. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 40
  41. 41. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 41
  42. 42. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 42
  43. 43. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 43
  44. 44. © Charlie Pownall/CPC & Associates 2018. All rights reserved Environmental Disaster April 2016 CPC& 44
  45. 45. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 45 Source: AFP
  46. 46. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 46 Source: Reuters/Kham
  47. 47. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 47 Source: Nguyen Dung
  48. 48. © Charlie Pownall/CPC & Associates 2018. All rights reserved CPC& 48 Source: Nguyen Dung
  49. 49. © Charlie Pownall/CPC & Associates 2018. All rights reserved Summary: Make sure you… CPC& • Move quickly and authoritatively • Ensure a focused, appropriate business response • Do what’s right • Express empathy for those impacted • Are honest, open and consistent • Always bear your long-term reputation in mind 49
  50. 50. © Charlie Pownall/CPC & Associates 2018. All rights reserved Ten crisis communications response mistakes CPC& 1. Not responding 2. Responding too slowly 3. Being dishonest or partially honest 4. Being insincere 5. Being tone deaf/lacking empathy 6. Deflecting blame onto others 7. Being unreasonable or disproportionate 8. Being devious/underhand 9. Keeping your own people out of the loop 10. Not fixing the real, underlying problem 50
  51. 51. © Charlie Pownall/CPC & Associates 2018. All rights reserved ‘Plans are Useless, but Planning is Useful’ Dwight D. Eisenhower 51charliepownall.com CPC& 51
  52. 52. © Charlie Pownall/CPC & Associates 2018. All rights reserved 52 QUESTIONS? CPC& 52
  53. 53. © Charlie Pownall/CPC & Associates 2018. All rights reserved 53 THANK YOU +44 20 3856 3599 cp@charliepownall.com linkedin.com/in/charliepownall https://www.slideshare.net/cpownall charliepownall.com CPC& 53

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