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Communicating in a Crisis
- 1. 5 Aug 03 Communicating in a Crisis John McCracken Sydney
- 2. Communications in thecontext of a Crisis Management strategy
- 3. What is aCrisis? A Crisis is an escalating incident that poses a serious threat to the people, operation, viability and/or reputation of an organisation Marsh 3
- 4. What is CrisisManagement? Crisis Management is the implementation and management of response, recovery and restoration strategies These strategies should be implemented with a view to minimising the potential impact an escalating incident can have on an organisation’s people, operation, viability and/or reputation These actions will assist an organisation to fully recover from such an event Marsh 4
- 5. Crisis Management &Communication Project scope/ review Enterprise Value Crisis Management & Communication Training/ Awareness Recovery Strategies Risk Assessment Emergency Response Marsh 5
- 6. Communicating in aCrisis Communicating with stakeholders during a crisis is but one element of crisis management, however it plays a vitally important role: – effective communications during a crisis can minimise potential damage to an organisation’s reputation and therefore it’s long-term viability – ill conceived and poorly executed communications can cause a rapid loss of control of the perceptions of all stakeholders during a crisis Marsh 6
- 7. Internal versus external communications strategies and issues
- 8. Communications Strategies Plan for a crisis in advance Clarify objectives Identify stakeholders and analyse their needs Identify the ‘theme’ of key messages to be released Prepare for likely questions Identify most effective communications mediums Appoint official spokesperson(s) Determine authority protocols for release of information Agree activity tracking mechanism Develop records management system Marsh 8
- 9. Tips for avoidingcommon issues Establish the communications protocols – who is responsible for reporting – what is critical, what is important, what can wait – when / how often to update – what format will it be delivered in Monitor the communications – check filter points – identify potential bottle necks – log and monitor deadlines / updates – ensure there is a common understanding and agreement Marsh 9
- 10. Government and regulators Next of kin / relatives Community Who are the stakeholders? Distributors Board (representing shareholders) Organisation in a crisis Indirect customers Employees Suppliers The media Statutory authorities Direct customers Marsh 10
- 11. Internal Stakeholders Employees Next of Kin / Relatives Board Internal Departments Joint Venture Parties Marsh 11
- 12. Employees Staffare key stakeholders – keep them informed – release an initial alert – maintian regular updates Critical Incident Stress Debriefing – those who witness an horrific event – those who are close to the victim – other staff as required Marsh 12
- 13. Next of Kin/ Relatives Agree arrangements for visits to notify immediate family, relatives, friends, etc of any workforce fatality or serious injury Determine the process of dealing with calls and direct contact with the next of kin and/or relatives Provide processes to deal with expected inquiries including: – accessing records and information – activating a team or location to deal with calls – telephone procedures – methods of dealing with distressed relatives – other information as necessary Marsh 13
- 14. Board, Internal Departments,Joint Venture Parties, etc Ensure pre-determined processes capture communications protocols including: – reporting lines – delegated points of contact – agree communications mechansims – agreed reporting criteria Ensure an appropriate management structure is implemented and utilised throughout all phases of the crisis Marsh 14
- 15. External Stakeholders Customers, suppliers and distributors Legal and insurers Government authorities, regulators, statutory authorities, industry associations - EPA, WorkCover, Consumer Affairs, Unions, etc Emergency Services Community Marsh 15
- 16. Customers, Suppliers andDistributors Identify and communicate with: – key customers – key suppliers – transport organisations – alternative suppliers Clear message on what is happening, what’s been done to rectify, alternative arrangements, etc Information must be linked to what is being said to media, community and other stakeholders Marsh 16
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- 18. Legal and Insurers Involve legal and insurance advisers early Log events carefully and ensure they are signed Collect all information generated and store in a safe place Ensure legal advisers are involved in any significant investigation Marsh 18
- 19. Authorities and Regulators Ensure you satisfy regulatory reporting requirements Public Corporations: – deal with political stakeholders & their concerns/issues Private Corporations: – consider political implications of incidents and the likely responses of Government and Government Authorities Consider implications on all levels of Government (Local, State & Federal) If situation is overseas: – consider who and how the organisation will liaise with both indigenous and Local Government(s) Marsh 19
- 20. Emergency Services Ensure there is a clear and defined conduit between the Emergency Services and the organisation Advise Emergency Services personnel of any potential issues Ensure that information given by the Emergency Services is communicated to the Crisis Management Team Marsh 20
- 21. Community Addressimmediate concerns Use community groups, media and/or emergency services to assist with getting the message out Keep them regularly informed Maintain open, honest and ongoing contact Appoint spokesperson(s) for the organisation Same rules apply as to media interaction Remember, your organisation is part of the community and needs their support to continue Marsh 21
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- 23. The Media areout there … Like Them Or Not The Media can be a powerful friend or foe during a Crisis. The media have the facilities to: – amplify your key facts and information – reach a very wide audience quickly – reach specific or target audiences All for low or no cost. Marsh 23
- 24. Role of theMedia Accepted wisdom: – The Media plays an important role within the local, national and global community: gather facts and information of community interest amplify information of interest and concern to the community provide the community with a common understanding of events Marsh 24
- 25. Role of theMedia Gather facts and information of community interest: – All of the above, PROVIDED THAT: it’s entertaining it’s ‘newsworthy’ in the view of the audience it provides a financial return for the media Marsh 25
- 26. Remember: Social Amplificationof Risk Activists and the media amplify outrage, they don’t create it, therefore: – pay attention to the outrage where the public is concerned, because outraged people do not listen to data Marsh 26
- 27. Types of Media The types of media to consider utilising during a crisis are: – Print – Radio – Internet – Television Marsh 27
- 28. Gaining Control ofthe Agenda Use a media communications team To ensure you are not always reacting to the media: – determine who your audience is – know what the community is asking – determine your key messages – get your messages out fast – stick to your messages – continue to provide accurate and regular information and updates Marsh 28
- 29. The Critical Questions Generally speaking the media and community ask: – what, where, when, why, who, (etc)? – are we safe? – has everything possible been done to care for all those affected? – have you apologised? – what’s being done to prevent it from occurring again? Marsh 29
- 30. Ways of Conveyingyour Message via Media Release A means, often the first, to state your case A Media Release : – can be prepared in advance - Holding Statement – must stick to the facts – must convey concern and regret, positively – can allay fears and misinformation – can be used to keep staff & stakeholders informed – should advise if a press conference is to be held and a contact point for the organisation Marsh 30
- 31. Fact Sheets/Files A means of ensuring journalists know what your organisation does. A Fact Sheet/File: – provides information about the organisation and its activities – can provide supporting background information to Media Releases – gives the media “facts” about you so that the information is correct Marsh 31
- 32. Media Conferences A necessary or prudent action to clarify your position and keep control of the agenda. A Media Conference: – should feature as few spokespersons as practicable, – must be thoroughly prepared and rehearsed, – must be tightly controlled, – should follow an agreed format, – should be recorded, – MUST have key messages. Marsh 32
- 33. Lessons for EverydayCommunications
- 34. Communications are Critical Write down information Use active listening skills Verify data Don’t be too hasty Strive to minimise corruption of data Information is everyone’s responsibility Marsh 34
- 35. Communication Elements 3Major Components: ‘Technical’ – physical medium; face-to-face, telephone, fax, email, etc ‘Meaning’ – conveying the desired meaning ‘Effectiveness’ – how the meaning effects the recipients’ reactions and decisions Marsh 35
- 36. Face-to-face Considerations Researchers1 have shown that in face-to-face communication: – at least 65% of the meaning comes from non-verbal sources – of the remaining 35%, 28% comes from the delivery; tone, pace ,etc – therefore, only 7% comes from the actual words used 1 Braysich, Dr Joseph - University of Western Australia; Alan Pease et al Marsh 36
- 37. Conclusion Communicationsis a vitally important element of Crisis Management Failure to communicate with all stakeholders, including the media, during a crisis can ruin the best of reputations and therefore jeopardise an organisation’s long-term viability Gaining and maintaining control of the Media is critical Only prior planning can ensure that necessary communication tools are immediately available when required Marsh 37
- 38. John McCracken 029375 9812 0414 495 922 john.p.mccracken@marsh.com