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Why Crisis Communication Plans Fail: Agincourt White Paper


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Nineteen reasons why crisis communication plans are almost sure to disappoint. Gerald Baron, creator of PIER System and CEO of Agincourt Strategies identifies the most common problems with crisis and emergency communication plans in government, corporate and non-profit organizations.

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Why Crisis Communication Plans Fail: Agincourt White Paper

  1. 1. An Agincourt Strategies White PaperWinter 2013Why Crisis Communication Plans FailBy Gerald Baron, CEO Agincourt StrategiesYou have a plan. Not everyone who should does,but you do. It’s taken weeks, months or maybe evenyears to get done. But, you’re still a bit uneasy. Will itwork when everything is on the line? What will youfind in the After Action Report as a fatal miss?The following is a list of the types of plans that arealmost certain to result in significant disappointmentwhen push really comes to shove. This list is basedon years of reviewing and developing plans for manydifferent types of organizations including federalgovernment agencies, nuclear facilities, militaryorganizations, global oil and energy companies, non-profit organizations from local to global and evenfamily-owned agri-businesses. This list has alsobenefited from the contributions of many readers ofthe Crisis Comm blog on whoresponded to the request for additions following asummary blog post on January 7, 2013. My thanksto all those who contributed and commented.Most plans will help maneuver through the experienced fire department PIO, then your planlooksdangerous waters of a major crisis or disaster. But like a plan for a large fire. If your organization recentlyreviewing dozens of plans has made it clear that the went through a painful product recall, chances are yourvast majority suffer from potentially fatal weaknesses. crisis communication plan is not going to be prepared forThis list is presented with the intention of helping you a toxic release or the sudden death of a high profileidentify weaknesses and biases in your plans before executive.your organization’s future depends on theireffectiveness. This list has benefited from the There is nothing per se wrong with this plan if the onlycontributions of many readers of the Crisis Comm event you face is, say, a Northern California wildfire. But ifblog on who responded to the your plan is intended to be “all-hazards” then you have torequest for additions following a summary blogpost look carefully if it is equally applicable to a pandemic, aon January 7, 2013. My thanks to all those who calculated social media attack, a terrorist event, a majorcontributed and commented. storm, hacking of confidential information or other types of events.1. Last Event Plans Solution:These are plans based on the last event experienced. The solution to this problem starts with making certainCrisis management plans are similar to battle plans that you do a thorough risk or vulnerability assessment.and failures of these plans often point to preparing to You can review the available online or printed informationfight the last war instead of the next one. “Last Event about comprehensive risk assessments. Your planningPlans are highly dependent on the past experience of team should include those with experience in a variety ofthe planner. If you did fire response in northern events. It may be helpful to have your draft plan reviewedCalifornia, then your plan looks like a northern by experienced crisis communication experts with deepCalifornia fire response plan. If you are an experience in different events.
  2. 2. 2. Past World Plans important enough for you to communicate directly and personally with them.These are plans based on a news environment thatlong since disappeared. These are plans for the Dan Solution:Rather, or even Walter Cronkite, era of news instead of the Jon Your planning team needs to include people who have a Stewart, deep understanding of how the news and public Reddit and information environment have changed. You may want to Twitter era. look for the twenty-somethings in your organization who This is a are “digital natives” and who live in a continually- fundamental connected world. Ask those in your organization who miss that gets most of their news from Jon Stewart and Reddit, shows up in and you will find those who can contribute significantly to many ways your plan. Changes in our public information throughout the environment are changing almost daily, which also plan. To means that a plan that is two years or more old is most Stewart, likely seriously outdated. Reddit andTwitter era. This is a fundamental miss that shows up 3. Directionless Plansin many ways throughout the plan. To know if yoursis a “Past World” plan, ask yourself a few questions: You might think this an oxymoron. After all, a plan•Is it focused on getting out press releases? provides direction. That’s true, but most plans include a•Is it focused on press conferences and media lot of specific actions to take without a clear explanationbriefings? Is it focused on spokespeople and what of the reasons behind those actions. In short, they don’tthey say? include clear policy guidance. What is the intention and•Does it place monitoring social media and the entire goal of senior leadership in the communicationInternet at the core of response planning as well as response? How will they measure include a lot ofcommunications? specific actions to take without a clear explanation of the•Does it include the technical capability to reach out reasons behind those actions. In short, they don’tin multiple forms to stakeholders and members of the include clear policypublic? guidance. What is the• intention and goal of seniorThe result of implementing “Past World” plans will be leadership in thethe surprising discovery that the media are paying communication response?little few questions: Is it focused on getting out press How will they measurereleases? Is it focused on press conferences and whether or not the effort ismedia briefings? Is it focused on spokespeople and successful? How would theywhat they say? Does it place monitoring social media want those responding toand the entire Internet at the core of response think through some of theplanning as well as communications? Does it include difficult dilemmas and issues that will be faced?the technical capability to reach out in multiple formsto stakeholders and members of the public? For example, a policy or guidance statement that saysThe result of implementing “Past World” plans will be “Our goal is to build trust and we will let nothing stand inthe surprising discovery that the media are paying the way of that goal,” is a powerful way to help responselittle attention to what you have to say because they leaders and team members think through difficultare getting more relevant information faster from decisions. It also provides an important means forother sources—mostly citizens. You will also likely be evaluating success. A policy statement such as “Wesurprised to find that you disappointed an awful lot of recognize the right of news reporters to do their job andimportant people. Today, key stakeholders expect to we will do all we can within the limits of safety andget information about an event that affects them from response effectiveness to assist them,” will provideyou. If they are forced to get it from the media, they important guidance to those working with reporters. Atwill be getting it from a source that may be intent on the same time, it may very well stimulate some importantprofiting from your troubles. Not to mention their and valuable discussions at the highest levels of thedisappointment that you did not consider them organization. Ultimately, these policy statements reflect the organization’s culture, values and priorities.
  3. 3. universities tend to be very collaborative and run byThe process of engaging the organization’s leaders in committee on a day-to-day basis. So the crisispreparing an effective plan and identifying these communications team is going to be run by committeepolicy statements or guidelines is itself extremely as well with various people needing to be consulted andhelpful. It helps highlight and focus some of the key involved in decisions. It is likely to be a recipe for disasterissues and decisions that will need to be made. For in an event of any significant scale.example, how will the organization deal with issueswhere there is a clear conflict between protecting the Organizations typically organizeorganization in the court of law vs. the court of public their work teams around aopinion? combination of some reasonable logic and the specific capabilitiesSolution: of individuals. So a communication team working on dailyWorking out policies that will be effective in meeting communications may have Petetoday’s communication expectations requires some doing this work, Amber doing that,in-depth experience in contemporary crises. For and Sue doing all the other stuff. the specific capabilitiesexample, what is your policy on who can talk to the of individuals. So a communication team working onmedia? Most will immediately say, “only authorized daily communications may have Pete doing this work,organization spokespeople can talk to the media.” Amber doing that, and Sue doing all the other stuff. But,But, as was seen in the 2010 Deepwater Horizon oil can this structure be the specific capabilities ofspill, any attempt by an organization, including the individuals. So a communication team working on dailyfederal government to limit who reporters can talk to communications may have Pete doing this work, Amberwill likely become a major story and will cast the doing that, and Sue doing all the other stuff. But, can thisorganization as “hiding” or covering up. Because of structure be applied to a crisis?. There are somethe severity of media criticism National Incident advantages in this in that Pete, Amber and Sue areCommander Thad Allen issued a media policy that known entities and their capabilities are proven.made it clear that anyone involved in the response,including BP employees and contractors, were The problem comes in when there are truly large eventsallowed to speak to the media. A policy that takes that overwhelm the existing team. This is especially truethis into account will state that the organization when an event is protracted and various people have tospecifically allows all employees to talk to the media. be rotated into key positions. That’s when very clear jobHowever, they should restrict their comments to their descriptions and an organization structure designed toarea of responsibility, never speculate, and refer the plug people in to an on-going work team becomesreporter to an authorized spokesperson designated critical. So, while some events may work fine usingto provide organization information and positions. existing structure, the fact that such a structure won’t work for all events means you end up with a variety ofThis example of media access policies is only one of plans based on events (See Plan 6 below). Its muchmany examples of important policy decisions. These better to have a single organization structure that isneed to be discussed before an event occurs, and all highly scalable.realistic plans include a summary of these importantdecisions so that everyone involved is clear on what Crisis events in some ways are like dailyis expected from them. communications, but on steroids, and in other ways they are something completely different. There are likely to be gaps in your existing team and organization chart that are critical in major events. For example, does your daily4. Same but Bigger Plans team include those capable of calling up on the phone high-level elected and governmental officials toOrganizations that are involved in routine coordinate meetings, or planning community meetingscommunications, particularly routine media that may be rowdy, boisterous and potentiallycommunications, often make the mistake of thinking dangerous?that a major event is merely an extension of their dailyroutine. This is seen mostly in how the crisis Solution:communication team is organized and how they areto work together to make decisions. For example, The best solution to organization structure is to build on proven crisis communication team organization structure
  4. 4. such as the Joint Information Center Model used by much information available from FEMA on creating plansfederal government agencies. This structure is highly compatible with the National Incident Managementscalable so that it works for a team of two as well as a System (NIMS) and the ICS. For communications, this isteam of 200. It has the added advantage, discussed a major reason to base plans on the National Responsebelow, of creating consistency when responding with Team’s Joint Information Center Model. While thisother organizations, particularly government agencies provides an excellent model to follow and is proven in(see Plan 5 below). hundreds of events, those facing federal government response involvement should also become familiar with the Emergency Support Function #15, the external5. Fly Solo Plans affairs element of the National Response Plan. This structure is very different from the JIC Model and isThe vast majority of plans look at what their designed specifically to allow much greater control overorganization will do and will need to do in a response, response messages with political significance and is notwithout looking at others who will also be responding. recommended as an operation model. It also is notAssuming you have done a good job of identifying designed for collaborative response. But, as it will bepotential crisis scenarios, look at how many will implemented by the Department of Homeland Security ininvolve others. For natural disasters you are certain to any major disaster event, including human caused be coordinating to events, it is valuable to understand how this structure some degree with works and how to connect with it. local emergency management departments or even 6. Too Many Plans Plans perhaps FEMA. For crime events, Hurricane plans, tsunami plans, toxic release plans, environmental events, worker fatality plans, active shooter plans. And a dozen major accidents you more. There is some real benefit in working through the will likely be working specifics of different scenarios and it is clear that not all with law enforcement, events are the same and require the same response. regulatory agencies, But, if you have a different plan for every kind of eventfederal and state agencies with authority over the you face, there’s a good chance things will not work asresponse. For almost any event involving fatalities or planned. An all-hazards plan provides a basic frameworkinjuries you are going to work with hospital and for response that is applicable to all or nearly all eventsmedical providers and possibly coroner’s offices. An your organization may face. A crisis orall-hazards approach suggests that relatively few emergency requiring activation of aevents you need to prepare for are truly “fly solo” crisis communication plan meansevents. there is an urgent need to communicate important information toIt is much better to work in concert with others who different people and audience groups.are responding. In many cases you may be working A process that can efficiently do thatwith highly experienced emergency management will work for virtually any scenario. Andprofessionals. Your stakeholders and the public would that means you don’t have to siftmuch prefer to see those responding working through a dozen red binders to pulleffectively together, and while reporters may like to the right one off the shelf when yousee conflicting and confusing information coming from need it (more on plan access on Plan 12).different sources, consistent information from thoseresponding does much to build stakeholder and Solution:public confidence. Develop a basic plan structure focused on the need toSolution: gather, produce and distribute information to multiple audiences. Include a realistic means of managingEvaluate your scenarios. Assuming they are fairly realities of interaction, engagement and numerouscomplete, identify which will involve other agencies or inquiries. This kind of basic plan is the foundation.response partners. If it is likely you will be involved Different events may require different actions which canwith government responders, make certain your be built around this core and perhaps included inemergency response plan or crisis management plan appendices.uses the Incident Command System (ICS). There is
  5. 5. will find the people they will need in these extreme circumstances. This includes sometimes contracting with7. Failure of Imagination Plans global or local public relations firms for access to their staffs, or with experienced response management orKatrina, Haiti, Deepwater Horizon, Fukushima, Sandy crisis communication responders. It also may mean—all mega-disasters. In many mega-disasters the working including VOSTS, or volunteer operationscauses are more complex than a single event. In support teams. Technology, including social networks, isNew Orleans the hurricane led to levy collapses that making it much easier to engage the services ofwere the real cause of flooding. The oil industry could experienced team members regardless of location.not imagine that a complex trail of events could leadto a deepwater well being unable to be stopped for 8. Top Down Plans Top Down Plans make the assumption that the leader at the top is going to make all the decisions. These plans are essentially there to make certain that nobody does anything without getting proper approval. One experienced Public Information Officer explained his plan as essentially calling all the available support staff into the room and then handing out assignments. Communication leaders accustomed to doing a lot of the communication functions themselves may find it difficult to properly delegate so that all essential tasks in a large event are managed. And political leaders understandably concerned about the impact of the event on their90 days. In Japan, the earthquake led to a tsunami electoral future often demand complete control over allwhich led to nuclear plant disaster. It may be information flowing from the event. But Top Down Plansrelatively easy to plan for the single-cause event. It is are almost certain to fail. There is definitely a need formuch harder to think how one thing might lead to strong, highly visible and compassionate leadership in ananother and another, or apparently unrelated events event and political and organization leaders need to behappening in quick sequence. That’s why one of the seen as in control andkey questions to ask in the early minutes of a communicating keyresponse is “how could this get worse?” Scenario messages. But effectiveplanning today requires thinking about the plans, includingunbelievable if not impossible. Our attention on the communication plans,unexpected and unpredicted was highlighted by the delegate decision-popular book The Black Swan by Nassim Nicholas making and informationTaleb. As James Roddey of release authority as farand Mike Brown of Brainzooming pointed out, using down as possible. Thethe Black Swan ideas can help organizations better reason is simple: thereprepare for mega-events. is too much going on too fast to have aOne reason such events may not be considered is burdensome decisionthat when they are included in planning it becomes process slow everything down. Issues and concerns riseclear very quickly that the resources of the on social media, spread into mainstream media just asorganization will quickly be overwhelmed. True, but spot fires are spread by a stiff wind in a wildfire. If there isthis problem does not go away using the head in the only one person with a hose or shovel, little will get done.sand approach. In the Deepwater Horizon event of2010, as many as 300 communicators were involved Solution:during the height of the event. Organizations don’thave anywhere that number on their staffs. But, This is ultimately a corporate or organization culture issueplans that include mega-events consider where they and therefore may be very difficult to overcome. One way
  6. 6. to raise the issue to the forefront is through a policy statements). To make this more workable, the bestdiscussion of the policies. Organization leaders may plans make a clear separation between responsequestion the need for these because they think they information and organizational messages. Responsewill be making the critical decisions. Leaders who information consists of facts about the event and thehave been through major, complex events are much response. Wind speed. Feet of boom deployed.more likely to understand the need for delegation. Numbers of people responding. Deployment ofShort of that, the best way to make this requirement resources. Organization messages are different. Theyclear is through a full-scale drill or exercise that is include expressions of empathy, regret, sorrow orrealistic in complexity. Then, an honest discussion concern. They include upcoming plans andafter the fact can help to make this requirement clear. commitments, characterizations of the scope of the event, comments on cause or investigations, comments on impact and treatment of victims or those affected. In9. Approvals Required For Everything Plans other words, anything that can be seen as reflecting views of the organization or its leaders. TheseThis is closely related to the “Top Down Plans” but is “messages” need highest level approvals. Thespecific to information releases. Those familiar with “information” including updates and rumor correctionsthe Incident Command System will note that the relating to response facts should be released by those inIncident Commander is the only one with the a position to positively verify the accuracy of theauthority to approve information to be released by information.the PIO and the JIC. While this has been standardpractice for some time, events have proven that if 10. Big Shots Know Everything Plans Closely related to Plans 8 and 9, this one assumes that the organization or response leaders will assume control and make it up as they go along without regard to preparations. In reality, this problem may not show up in the plans. The plans as written and practiced may not include the senior leaders, leaving response management to those with experience and education. And that’s the problem. Because in actuality, in major events the organization’s leaders will get involved whether they have any background in response or crisis communication management or not.that authority is exercised in the traditional way, thecommunication team may as well go home because This is remarkably typical of majorthe media and everyone else will learn all they want events. Those who have spentand need from other sources. There are many years preparing to respond andcorporate leaders who demand full and complete have had experience in exercisesauthority over all information about the event and real events are pushed asideregardless of whether they are actually leading the by the big bosses who assumeoperational response or not. One global company’s control without regard to theplans demanded that any information about an event preparations that have been put in place. They can dobe approved by the CEO even though headquarters that because, well, they are the big bosses. This is oftenwas located half a globe away from where the events very true of political leaders as well as CEOs of majorwere likely to happen. corporations. These busy people don’t have the time, interest or inclination to participate in the training andSolution: drills used by the professionals to establish best practices and prepare. But, when the bad stuff hits, theyThe solution is rather obvious but exceedingly don’t have the humility to recognize that people welldifficult. Approval for some kinds of information must below them in organization structure are likely the bestbe delegated as low as possible. This requires ones to manage the response. Of course, as the seniortraining and trust—and clear guidance (back to the leaders they have an important supervisory role to play.
  7. 7. But to push aside the well-honed plans, structures, response ultimately will be determined by thetraining and experience of the experts is a recipe for perceptions of stakeholders and the public. Muchdisaster. This happens far too often not just in the research and experience has made clear their judgmentoperational response, but also in the communication is primarily about the character of the leaders made clearresponse. A smoothly-running Joint Information through their actions. Actions, it turns out, really doCenter operation was completely destroyed by a speak louder than words. Therefore, if thecompany executive in a major event who had no communication leader has a major role in the publicbackground in crisis communication and who put in perception of the event and response, he or she MUSTplace a “press office” operation for the few days he have a voice—preferably a strong one—in the actionswas in charge. It was what he knew and was taken. Certainly, they must play a role in advisingcomfortable with, but a complete disaster. When he Command or the senior response leaders on theleft, the pieces were picked up and put back in perception impact of any proposed actions and whatplace. those actions may mean for the long-term reputation and viability of the organization.Solution: Crisis communication, in its simplest form, can be seenIn a perfect world, senior leaders including the as communicating the actions of the decision-makers inelected officials who oversee jurisdictions, responding to the event. Bad decisions welldepartment and agencies would be required to get communicated still equate to response failure. GoodIncident Command System and Joint Information decisions poorly communicated also equate to failure.Center training. They would be there during every So the crisis communication plan must include the rolemajor drill. They would see all the planning and communication plays in making response decisions aspreparation that went into it, and why a response well as how the entire organization works to effectivelyorganization is not like their management team. And, communicate the decisions that are that perfect world, that would have sufficienthumility and delegation skills to allow the experts to Solutionsdo their work and the plans to be implemented.Because we don’t live in a perfect world, the best If a crisis communication plan is based on ICS and JIC,thing is to do all that can be done to include the this issue is addressed in the plan. However, manysenior leaders in the training and exercises, include a response leaders focused on operations may notclear and meaningful role for them in the crisis properly appreciate the role the communication leadercommunication plan and have a good and honest needs to play in participating in all response decisions.discussion about how things can go wrong when By that I mean being in a position to recommend andplans and experienced people are pushed aside. advise on proposed actions taken as well as advising on public communications. If that is not the understanding of organization or response leaders now, conversations11. All Words, No Actions Plans about it should be held before an event. They can be included as part of pre-event training, discussions andOne of the best aspects of the Incident Command exercises. The plan should make clear that the jobSystem and the Joint Information Center is including description of the Communication Lead or PIO includesthe Public Information Officer (PIO) as one of three being an active participant in the response leadershipmembers of Command Staff. This puts team and active in the actions as well as words.communication squarely into the Commanddecision-making process. If planned andimplementing properly, this not only gives the 12. Not There When You Need Them Plansresponse leadership direct input on critical communication issues, A group of utility managers who had managed significant but also puts the events were asked how many major events occurred communication lead in between the hours of eight and five. None. Not one. the position of assisting Most events are going to happen when you or other key in major response leaders are away from the office and in off hours. Where decisions. Wait, you say, is your plan? If it is in a big red binder on the shelf behind that’s not their job. But, your desk, it won’t do you much good. Increasingly it is their job because response management depends on a team that is the success of the
  8. 8. dispersed in many locations. Do they all have access supported by the playbook which the team has used toto the plan? practice with before the big game. Solution: 14. Engineless Plans The solution is rather These are plans that do not include the use of obvious: the internet and/or communication technology to support the team’s efforts. mobile apps. For some While it’s hard to believe, too many plans today depend organizations private on handing out photocopies of press releases to media networks that can be gathered at the scene or waiting outside the JIC. News accessed 24/7 may work doesn’t happen this way anymore. The “engineless” just fine. Those smart plans are typically related to the “Past World Plans” devices in our pockets give above. Today’s crisis and emergency managementus access to a world of incredibly valuable requires at least these elements involving technology:information. But, do they give you access to the very - website content management, preferably on aimportant information you need when a crisis or dark site specific to an incident and fully preparedemergency hits? The great thing about internet- in advancebased plans is that they not only contain the static - email distribution to pre-established contacts thatinformation about what to do in an event, but they are accessible 24/7can be dynamic. In other words, you can and should - inquiry/interactive management—systems forbe able to act on those plans through links and tracking, facilitating and reporting on thesoftware directly from the plan. questions and comments13. Measured by the Pound Plans received and theSometimes plans look like whoever created them got responsespaid by the word—or the pound. They are lengthy, sentdetailed, and their complexity makes it almost - text andimpossible to find what you are looking for when you automatedmost need it. These plans will clearly not do much phonegood during an event. But, this highlights a real calling—problem. A very simple plan that is just a few pages text is particularly importantlong is likely not to include all the vital information - email and text list management—method forneeded. On the other hand, go beyond a few pages easily maintaining the contact information forand the plan won’t be useful in the early crush of an those people who want to get responseevent. information - social media—use of social media channels forSolution: distributing information, monitoring, and for interactionOne solution is how the OnePage Crisis - internal communication management—easy wayCommunication Playbook is structured. The entire for dispersed team to gather info, collaborate onplan, including all-important guidelines, are captured preparing it, getting updates, and coordinatingon a single page in graphic form. This includes the plans and activitiesorganization structure of the crisis communication - Media and social media monitoring—online toolsteam as well as the initial steps needed immediately to capture and analyze media reports, socialafter an event occurs. But, this one page guide is media conversation, and sentimentbacked up by a detailed manual that explains all thenuances and specifics of the actions to be taken. Solution:Job descriptions for each of the roles is included inthe Workflow and charts make clear how each role I am most familiar with PIER (Public Informationinteracts with the others. The analogy is to a football Emergency Response), a technology I created in 2000,team. The OnePage Guide is the quarterback’s the system is now provided by Witt O’Brien’s. It has thewristband that contains all the plays, but it is advantage of combining many of the requirements in a
  9. 9. single platform. However, a wide variety and rapidlyexpanding list of technologies and tools are available. Plans that fit Plan 16 above usually become DustIt is helpful to keep in mind that today’s plans and Gathering Plans. These are ones which sit around monthsupporting technology need to accommodate three after month which can turn into year after year withoutmodes of communication: push, pull and interactive. use, review, updating or testing.That is proactive distribution to multiple contacts andaudience groups (push), ability for those interested to Solution:get the info they need from you (pull), and a way tomanage the high levels of personal interaction Same as Plan 17 above. Senior leadership must be(interactive). engaged. Effective plans are ones that are seen as a continuous process including exercises, training, review,15. Say Nothing and It Will All Go Away Plans evaluation and updating. This happens when either a preparation champion in the organization pushes theHere’s one of the suggestions generated by the issue or, more likely, when senior managementoriginal list. It may be the most common plan of all. It recognizes that the plans and how they are used ismay spring from the idea that to plan is to bring on important to their future and the future of thedisaster. However, I’m not sure too many say after organization. If that is not happening, time to have aexperiencing a major crisis that they wasted their discussion with senior leadership and determine the leveltime on too much planning. of interest in these plans.Solution: 18. Hopelessly Out of Date PlansMake a plan and practice it. The fact is, almost all plans are out of date. Our world just changes too fast and it isn’t reasonable to have16. Because We Needed a Plan Plan someone changing it every day. People change, with those changes come organization change, plus in theSome plans are too obviously created as a check communication world there are new channels, tools andbox exercise. They said we needed a plan, so there, challenges popping up regularly. Many of these havewe have a plan. They may be simply adapted from impact on the status of your plan. But Hopelessly Out ofan overly general plan template and not reflective of Date plansthe organization’s specific risks and challenges. mean that theyThese plans generally become Plan 17 (see below) have essentiallybecause no one takes them very seriously. The lost their valuecause is generally a directive from senior leadership because of theto those below saying: we need a plan, without volume offollow up, review or showing real interest in the changes or thequality and use of the plan. time between updates. TheSolution: biggest issue tends to beThe degree to which crisis plans are taken seriously people andin the organization is based primarily on the level of contactinterest of senior management. If plans seem to be information.after-thoughts or box checking exercises, a Plans typicallydiscussion with senior management about the role identify team and how to reach the team members. But,and importance of plans would be appropriate. if you look at the plan and see that a number of the folksDirect involvement of the most senior leaders is the have moved on, or if you see “pager number” on there,best way to resolve not only this issue, but many of its probably quite certain that plan is Hopelessly Out ofthe problems identified here. Date. Solution: This problem is part technological. Paper is just not a17. Dust Gathering Plans very dynamic medium. If you are keeping all your
  10. 10. important details from the plan on paper, in binders, method should be relied on for activating the team andthen it is very easy to have a Hopeless plan. Much for maintaining either internal or external communication.better to keep contact information, templates, pre-staged information and other needed items, on aplatform that can be reached and updated Creating Plans that Won’t Disappointcontinually. Crisis communication platforms used formanaging crises can be integrated with employee The above list is far from exhaustive. Crises anddatabases through something called APIs to enable emergencies are just to complex, varied andon-going updating of team contact information unpredictable. No plan is bullet-proof. Hopefully, this listwithout requiring any work. The vital information will provide food for thought and some ideas on whereneeded in implementing a plan should not be limited your current plan can be improved. Returning to theto paper form. Doing so it likely to result in the plan football analogy, the game is won on the field and thatbeing Hopelessly Out of Date. finally comes down to who is on the field and critical decisions that are made in the heat of battle. The best game plan in the world will do little if not supported by19. In a Perfect World Plans top-notch players who know their game, are fully committed to the best outcome and who coalesce as aA hint whether or not your plan fits this category can powerful team under inspired found by looking at how the plan suggests youactivate your team. Does it say to call their office About Gerald Baron and Agincourt Strategies extension? Won’t do much good for those Gerald Baron is the creator and developer of the PIER System, events that happen the crisis communication management system employed by outside of office numerous government, corporate and non-profit organizations. hours. Does it say He’s the author of Now Is Too Late2: Survival in an Era of call them on their cell Instant News, called the best guide to crisis communication in the digital era. He blogs at Crisis Comm for Emergency phone? Works as Management and at crisisblogger. He is the founder and CEO long as cell phones of Agincourt Strategies. work—which is not much in events Agincourt Strategies provides education and training products affecting significant and consulting services in public affairs, crisis and emergencyparts of the population. Does your plan identify a communications. The OnePage Crisis Communicationspecific person as heading the crisis Playbook is a plan and training template including a video andcommunications response? What if that person goes online training series. The Agincourt Gap Analysis providing adown in the same crash that takes the Chairman comprehensive evaluation of current crisis communicationand CEO. Or if she is on the beach on Barbados plans and is supported by a network of highly experienced andand can’t be reached? Perfect world plans simply respected crisis communication experts.don’t take into account the realities that noteverything will be in order when an event hits. OnePage Crisis Communication PlaybookYou’ve planned for working with the local hospital.What if the beds are full? - OnePage Guide OnePage Crisis Communication - 130 Page Training Manual Playbook - Train-the-Trainer Power PointSolution: The simple, complete and scalable guide to - Fifteen Training Videos - Online Tests crisis and emergency communication in the hyper-networked world Gerald BaronThe ironic thing is that crisis plans also need their Agincourt Strategies Version 1.4own business continuity plan. In other words, theyneed built-in redundancies and backup plans. Every Agincourt Gap Analysis Programmajor position should have at least three people Supported by leading crisis communicationidentified and trained to fill that position. Various experts. Identify gaps, benchmark yourmeans of contacting key people should be plan against others.considered including possible use of satellitephones. More reliance in contacting should be Agincourt Strategiesplaced on text messaging because of the resilience www.agincourt.usof the cellular data vs. voice networks. No one single 360.303.9123