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ISOC: Crisis and online communications

The document discusses crisis communications, highlighting the importance of effective media engagement during crises to protect and manage a company's reputation. It outlines types of crises, necessary preparedness, response strategies, and the role of social media in amplifying issues. Key recommendations include transparency, consistent messaging, and proactive planning to navigate potential crises effectively.

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1 Crisis & Online Communications International School Of Communication Introductions • Media trainer, consultant and former journalist • Keen social media advocate • Worked as correspondent for Nikkei Business Publications, CNet, ZDNet and Newsbytes About you • Do you currently manage any of your company’s social media channels ? • Have you any experience handling a crisis? • What do you hope to take away from Day 5?
2 Crisis communications: A turning point? 3 “It takes 20 years to build a reputation and five minutes to ruin it,” Warren Buffett
3 5 1. One bad interview can ruin your company’s reputation Former BP CEO Tony Hayward made a series of gaffes during Gulf oil spill 2. Perception matters -- media visibility affects the bottom line Takata shares plunge as Honda drops supplier BP profits slump after huge oil spill charge Uber hits back at claims of thousands of rape and sexual assault complaints Jury Orders J&J to Pay $72M in Ovarian Cancer Talcum Powder Case Volkswagen Shares Dive on New Emissions Woes
4 Company Crisis Share price loss Union Carbide Bhopal 35% Texaco Discrimination 10% Coca-Cola Belgium recall after children ill 22% Firestone High tyre failure in Ford Explorer 40% BP Gulf spill 50% Arla Offensive cartoons 50% Toyota Recalls 50% A crisis can destroy stock value 8 3. Social media is growing in reach and influence • 1.39b monthly active users • Malaysia: >18 million • 396m users • Malaysia: > 2m • 1b unique users/month • 4b views/day • 100hrs of video uploaded/1 min • 307m monthly active users • Malaysia: > 2m Sources: Statista(Q1, 2016), Socialbakers.com, DMR • 1b monthly active users • Malaysia: 75% penetration
5 4. Media diet has changed
6 11 5. You are already a brand ambassador (so you need to know how to promote your company’s agenda 24/7/365 to traditional and new media)
7 Case study: LRT danger Group MD tweets 1.19pm Nov 23 1.21pm Nov 23
8 Facebook post Tweet @MyRapidKL Re-tweet media tweets
9 17 Case study: LRT 2012 Old pic from 2006 posted as new 1. Be ready to act fast 2. Get ahead of the rumour mill 3. Appoint professionals Case study: Paradigm Mall Poor replies to issues on FB Case study: Worms in Lipton lemon green tea
10 What does this mean for companies, brands, spokespersons? • Social-media savvy activists, detractors, brand terrorists can easily organize against your brand • Your messaging must be consistent – internally, externally, online and offline. But you can no longer control the conversations and reactions. • Transparency, Integrity, Accountability: The virtues of corporate governance must be embraced – all across the board
11 Risk assessment and issues mapping International School Of Communication 22
12 2323 Definitions A crisis is an event or series of events which can severely damage the reputation of an organisation. It can interrupt normal workflow and threaten the organisation’s very existence. Crisis communications is a responsible programme to minimize damage to a company’s reputation through active engagement and communications with employees, stakeholders, the public and the media 24 Types of crises • Financial: Bank run, hostile takeover, government-forced merger, sovereign defaults, stock crash, bubbles, currency crises • Corporate/legal: Lawsuits, anti- trust, copyright infringement. Eg. Microsoft. • Brand terrorism: product tampering, malicious rumours, corporate espionage, hacking. Eg. Tylenol. • Medical: Mass hysteria, flu outbreak, H1N1, SARS • Natural disasters: Tsunami, landslides, flash floods, freak storms. • Accidents: Vehicle crash, explosions, careless handling of hazardous material, fire • Product/service failure: Product recalls, faulty service. Eg. Firestone. • Organizational misdeeds: Management misconduct, deception, financial fudging, stock manipulation, kickbacks. Eg. Enron, Satyam, VW • Workplace issues: Violence, sexual harassment, discrimination • Technological crises: eg: phishing scam, skimming, systems crash, data loss, software failure, blackouts. Eg. KLSE crash. • Confrontational: Boycotts, picketing, sit-ins, strikes, blockade or occupation of buildings
13 Types of crises High business impact Low business impact Low probability High probability Hostile takeover Product incidents Boycott Class-action lawsuit Environmental catastrophe Accident on premises Financial crisis Management mistakes Sabotage Dismissals Corruption Sexual harassment Pressure group actions Strikes IP copyright infringement Retrenchment Trade sanctions Exercise: Determine which crises are highly probable and will likely impact your organisation
14 Every crisis is an opportunity • A crisis thrusts an organisation into the spotlight • An organisation that responds well can improve its reputation in the long term • Communication is crucial. It is not enough to respond well: you must also be seen to respond well 28 Best pro-active practices: Crisis communications • Formulate a crisis communications plan • Role-play crisis scenarios • Update crisis plans regularly • Train staff on crisis communications • Meet and cultivate the media • Engage and connect with online communities • Use online tracking tools to monitor and flag possible crisis situations
15 29 1. Prevention/preparation 2. Detection 3. Damage control 4. Recovery 5. Learning Five states in a crisis 30 1. Prevention/ preparation • Media queries are always responded to promptly and reliably • Management trained to be media- savvy, have credible voice online • Open and transparent processes in place • Employees are vigilant and always communicating with customers, stakeholders, management, online community • Infrastructure and resources are always serviced and up-to-date • Crisis communications plan is constantly updated
16 31 2a. Detection: Online Example warning signs: • Rise in customer service complaints online • High criticism of services in social media • Negative sentiment of organisation in online monitoring and tracking tools • Online media critical of inaction • Unusual staff turnover, employee discontent reflected in social networks • Infrastructure starting to break down 32 2b. Detection: Management issues • Little or no innovation or any emphasis on R & D, training or re-training • Exorbitant executive salary of top management • A frenzy of redundant meetings and overlapping tasks, projects and sub-committees • Relying on the past and shackled to sticking to the knitting mentality • Management has lost touch with stakeholders, markets, customers, and do not fully embrace change of any kind • *Active inertia: Taking small measures which aren’t focused, measurable, and internalized by whole organization *Ref: Don Sull, Revival of the Fittest
17 33 3. Damage control • Crisis strikes • Crisis communications plans kicks in • CEO, board notified • Activate crisis comms team and the media centre (ensure communications set-up is working) and light up dark site if necessary • Inform authorities concerned of situation • Action initiated, resources mobilized, safety and security prioritized • Media, public, community, stakeholders kept informed • CEO or designate conducts first briefing • Detail the FACTS of the event (5Ws) to draft out initial press statement. • Follow up with media as promised. • Resolution provided 34 4. Recovery • Restore public confidence through action, public clean-up or third-party expert vouching safety • “Business as usual” statement • Compensation or free samples offered • Thanking parties involved in resolution • Media provided with tour
18 35 5. Learning • Did media carry your messages? • Was spokesperson credible? • Did public empathize with company? • Was dissemination of resolution via website, emails, press releases, video effective? • Were briefings, conferences conducted smoothly? • Was there enough backup and support? • Can you benchmark event as case study? 36 • What happened? • When and where did it happen? • Who is dead, injured or affected? • What is the extent of damage? • What parties were involved? • What are you doing about it? • When will it be resolved? • Who is in charge? • Why did it happen? • How did it happen? • Has it happened before? • What was the ‘real’ cause? • Will it happen again? • Who is responsible? • Who is to blame? What the media wants in a crisis
19 37 Crisis Spokesperson: Regret, Reason, Remedy 1. REGRET: • Show genuine concern for victims, express regret, apologize if necessary but be specific • Say what needs to be said to victims and their families • Who can the people affected call? 2. REASON • How and why it happened. (Just the facts, do NOT speculate). If you do not know say you don’t know – pending investigations 3. REMEDY: • What are you doing to fix it? • What resources have been allocated? • Is the environment secure now? Is the public still at risk? Is it safe to go there? • How long is the remedial action going to take? • When can we hear from you again? 38 When the media calls 1.“We know and here are the facts.” (Holding statement) 2.“We don’t know everything at this time. Here’s what we know. We’ll find out more and let you know by XX:00 time.” 3.“This is first we have heard of it - but we’ll find out more and get back to you.” Note: Do not hang up or say no comment!
20 39 Tools for responding to media in a crisis Traditional • Holding statement • Press release • Fact sheet • Q & A or F.A.Q. • Press conference • Memo or letter • Advertisement • One-on-one interview • 24-hour hotline Social media • Light up dark site • Fill with hourly/daily updates on Facebook or Twitter • Video on YouTube • Set up a blog or feedback forum (*be prepared to monitor) • Crowd-sourced survivor lists • 5-digit SMS hotline 40 Who does what in crisis communications Crisis Management Team Leader: • Collect all relevant information and get it to communications • In almost all circumstances, the incident commander/crisis manager is main spokesperson on the ground Communications: • Develop holding statements/Q&A/FAQ for use with media • Get spokesperson prepared, rehearse statement. • Monitor news coverage • Develop internal communications strategy/materials. • Counsel the next course of actions for communications
21 41 • Within two hours • Holding statement • Update online media (post content on dark site) • Inform staff • Within six hours • Press statement • Press conference (if necessary) • Produce sound clip/ TV footage • Set up crisis hotline • Within 24 hours • Arrange interviews • Gather third-party statements • Within a few days • Detailed discussions with journalists • Personal discussions with media and key opinion leaders • Internal media • Place ads All about speed 42 Holding statement: eg. Fire • Provides the media with an initial statement of facts that can be used immediately when crisis breaks • Answer the four Ws: Who, What, When, Where. Explain WHAT the incident is. Identify WHO is involved, tell WHERE and WHEN the incident occurred, explain WHAT action is being taken to respond to the incident. • Do not speculate on the How, How Much or Why if you do not know the answer yet. When in doubt leave out. • DO NOT disclose any names of dead or injured until next-of-kin is informed. (Reporters may get names from police or hospital. When you are ready to release names, appeal to media to respect the privacy of family and relatives in their time of bereavement.)
22 43 Example: Holding statement At approximately 9am today, March 18, 2016, a fire occurred at _____________. All our employees evacuated the building safely. The local police and fire services were alerted and the situation is now contained. Our immediate concerns are for the safety and well-being of our staff and the public and to minimize the impact to the surrounding area. We will keep you updated as more details become available. (Please check our website/blog or call the hotline_____________) 44 Follow-up statement • State whether fire is put out, any people injured and surrounding community is secure. • Show empathy, regret and appropriate concern for victims, their families and those affected. • State that the safety and security of your customers and employees is always your highest priority. • Name the agencies you are working with – eg. police, hospital, local council, fire department, hazmat, search and rescue, enforcement – who are responding to this incident. • State whether investigations and related follow-up activities are on-going.
23 45 Case study: KFC employee attacks customer 46 Social media amplifies crisis
24 47 KFC statements Feb 7, 2012 Feb 9, 2012 Feb 8, 2012 48 Resolution
25 49 Do the right thing! 50 A few things to remember… • You are not the only source – police, fire emergency responders, bystanders are often a larger part of the story. • All or nothing on info – you can’t choose what you want to talk about and what you do. Sticking to key messages in your statement is often your best bet. • Media needs conflict. If one side is making noise and the other is not, the story dies out quickly. “Fighting” often makes stories longer. • Internal messages can go external. Just one click and it goes viral. Make sure it is consistent with external messaging.
26 51 Spokesperson: Ambush interview • Be calm • Don’t take it personally • Don’t get angry or lash out • Do not guess or speculate • Get name and phone number of individual reporter • Offer to be accessible as soon as you know the facts 52 Ambush interview responses • “Yes, I was informed. Let me begin by saying that ABC Sdn Bhd considers the safety and well-being of its employees its utmost priority. This is what we know so far: No 1, No 2, No 3…..” •“I do not know anything beyond what has been speculated in the papers. We consider this a very serious issue and an emergency board meeting will be held at 2pm, to discuss this urgent matter.” •“This is the first I heard of it. Let me get to my office and get all the facts before I respond. May I have your number please?”
27 Exercise • Break out into groups • Determine the lessons learnt from the case studies your group have been given • What did the company do right? • What did the company do wrong? • What lessons from this case study can you incorporate in your organisation?
28 Crisis case studies International School Of Communication Dealing with hoaxes, rumours, false news, brand terrorism 56 Emails you don’t want to receive Dear Maybank Customer, Serious security treat in your account. Follow below reference to reactivate now. http://www.maybank2u.com.my/active.asp.html Yahoo! Mail gives members random cash prizes. Today, your account is randomly selected as one of 5 top winners I AM PRINCE DESMOND OKOTIEBOR ETETE. THE NEXT HEIR TO THE THRONE OF THE OIL RICH KINGDOM OF THE OGONI COMMUNITY. I HAVE A HUGE AMOUNT OF MONEY PRESENTLY IN THE PALACE.THE FUNDS WERE REALISED FROM OIL ROYALTIES THAT WAS PAID TO MY LATE FATHER. I NEED YOUR URGENT ASSISTANCE IN TRANSFERRING THE SUM OF US$330 MILLION IMMEDIATELY TO YOUR ACCOUNT.
29 57 Verifying information 58 Hoax: Ericsson free phone offer • An email promising a free handphone from Swedish telco giant Ericsson • Those who forwarded the email to 8 friends would receive a free Ericsson T18 handphone within two weeks. If forwarded to 20 friends, senders were promised "a brand new Ericsson R320 WAP phone." • Reminded the recipient to send a copy to Anna.Swelund@ericsson.com of Ericsson Marketing.
30 59 • Contacted Peter Bodor, PR manager of Ericsson Mobile Communications who confirmed the chain mail is hoax. No person named Anna Swelund in company. • The company has received about 1,000 emails, mainly from Europe, and also from the US and Asia. Did not crash its server. • This was not the first time Ericsson was hit by such chain letters, and that other companies like Nokia, Microsoft and Disney were similarly affected. • Ericsson posted a notice on its website advising people to discontinue forwarding the email and apologized for the inconvenience. • Link: http://www.trinetizen.com/archive/?p=113 How to kill a hoax 60 Tommy Hilfiger – a rumour of racism?
31 61 The problem with Internet rumours • Difficult to identify source. • Can’t tell how widespread. • If you choose to ignore, it may go viral. • If you choose to fight it, it may attract more attention. • If partly true – “where there is smoke there is fire” – a denial may seem insincere and fan the flames. 62 Samsung phone easily broken?
32 63 YouTube video taken down 64 Strategies for fighting rumours 1. LOW-KEY: If source identifiable: disgruntled employee, irate customer, jealous competitor, then deal with it internally without publicity, if possible. 2. F2F: Engage and neutralize face-to-face: Often those hostile online, can be less prone to spread rumours once confronted. 3. COUNTER: If it can cause serious damage and has already gained traction publicly -- even if source is not identified -- it’s best to get your side of the story and facts out.
33 65 The radio silence strategy +ve • The best crisis case studies are the ones you never hear about. • Time may resolve the problem on its own without your intervention. • Sometimes a little goodwill can go a long way. -ve • Doing nothing is always highly risky. You never know when a rumour may become viral online. • Critics with long memories may point out how you were silent before. • A lack of information fuels anxiety rather than defuses it. 66 Coca-Cola fights myths online http://www.thecoca-colacompany.com/contactus/myths_rumors/
34 67 Case study: Dell vs Sony 68 Dell laptop explodes at Japanese conference By INQUIRER.net newsdesk: Wednesday 21 June 2006 An Inquirer reader attending a conference in Japan sat just feet away from a laptop computer that suddenly exploded into flames, in what could have been a deadly accident. Gaston, our astonished reader reports: "The damn thing was on fire and produced several explosions for more than five minutes"… For the record, this is a Dell machine," notes Gaston. "It is only a matter of time until such an incident breaks out on a plane," he suggests. Our witness managed to catch all the action in these amazing pictures….
35 69 70
36 71 Good news, get it out fast Bad news, get it out faster* *Caveat: Assess, verify, confirm, attribute. If in doubt, leave out. 72 Dell to recall 4 million laptop batteries CNET News.com,August 14, 2006 Dell and the U.S. Consumer Product Safety Commission plan to recall 4.1 million notebook batteries on Tuesday, a company representative confirmed. The recall affects certain Inspiron, Latitude and Precision mobile workstations shipped between April 2004 and July 18, 2006. Sony manufactured the batteries that are being recalled, the representative said. This looks like the largest battery recall in the history of the electronics industry, said Roger Kay, an analyst with Endpoint Technologies Associates. "The scale of it is phenomenal."
37 73 Sony delays response, problems deepen… • Aug 15, 06: Dell recalls 4.1m batteries • Aug 24, 06: Apple recalls 1.8m batteries • Sept 15, 06: Virgin Atlantic, Qantas and Korean Air ban use of Dell and Apple laptops on board its planes, unless the battery removed. • Sept 28, 06:Lenovo/IBM: 526,000 batteries • Sept 29, 06:Dell increases recall to 4.2m • Sept 29, 06:Toshiba recalls 830,000 batteries 74 ThinkPad explodes in LAX airport, posting on Gizmodo.com, Sept 16 “So we're waiting for a flight in the United lounge at LAX, this guy comes running the wrong way, pushing other passengers out of the way and quickly drops his laptop on the floor. The thing immediately flares up like a giant firework for about 15 seconds, then catches fire….”
38 75 Charred remains of IBM notebook on terminal floor 76 Crisis Escalates, Goes Viral
39 77 Sony finally responds… Sept 30, 2006: Sony finally announces global recall of 9.6 million PC batteries. The recall and replacement would cost as much as 50 billion yen (about US$423 million). …but profit plunges 94 percent for July- Sept quarter Dell’s Response Post-mortem • Determines cause – battery supplier, executes costly remedial action with safety in mind. • Liaises with authority: Works with U.S. Consumer Product Safety Commission to announce global recall of 4.1 million laptop batteries. • Used website: Sets up recall website for customers to check affected units. • Assures safety: Guarantees replacement batteries are safe. 78
40 79 'Alien' substance caused Dell notebook battery to ignite By Julian Matthews, ZDNet Asia October 23, 2000 KUALA LUMPUR – An 'alien' substance was mixed into the production process of the battery that caused a Dell customer's notebook to burst into flames and prompted a recall last week. "As a result of analysis, we defined the cause of the short circuit that occurred in one cell was due to mixing of an alien substance at one production process," said Yoshiyuki Arikawa, a spokesperson of battery-supplier Soft Energy Company, a unit of Japanese consumer giant Sanyo Electric Co Ltd. In the e-mail response to ZDNet Asia, Arikawa did not define what the 'alien' substance could be or how it entered the production process… Arikawa added, "The defect rate should be very small since it’s a specific occasion and (went through) normal inspection process after. The defect is limited only to the 27,000-set lot to Dell." Dell Computer recalled the 27,000 batteries with a promise to replace them free of charge…. 80 The Concept Of P.E.A.R In Crisis Communications
41 81  Safeguard People  Protect the Environment  Protect company Assets  Protect company Reputation Response In A Crisis 82 • Dell alerts customers, warns of danger, sets up website for recall & replacement • Dell continues to work with safety authorities to monitor the situation • Dell expresses confidence in Sony and safety of its products to customers and stakeholders • Dell takes ownership, shows customers it cares • P = Safeguard PEOPLE • E = Protect ENVIRONMENT • A = Protect ASSETS • R = Protect REPUTATION
42 83 84 Sony execs’ bow not deep enough? “We want to put this behind us. I take this problem seriously and I want to finish the replacement program as quickly as possible for the sake of our users and corporate customers,” Corporate Executive Officer Yutaka Nakagawa, Oct 24, 2006
43 85 86 Social Media Listening Command Center
44 87 Tips: Detection and Prevention 1. Have planned responses, holding statements ready 2. Go public on your website with denial if required 3. Cultivate strong relationships with editors, influencers 4. Keep employees informed: nip rumours in the bud on one-to-one basis Establishing your own social media listening posts • Resources: Internally monitor keywords via search engines, alerts, dashboards, analytics • Externally use an media monitoring agency to measure mentions, sentiment, manage social media channels, monitor keywords, competitors, issues • Build relationships with key influencers by engaging with them online • Build a social media response chart and assign staff to monitor and take action where necessary • Get management buy-in, draw up social media policy and guidelines for staff engagement
45 Measuring sentiment on social media • Presence: Followers, fans, mentions, likes, reactions, reach, inbound links, blog subscribers • Engagement: Retweets, social shares, comments, referral traffic • Influence: Share of voice, net promoter (vs detractor), sentiment, number of influencers, post reach, potential reach, video views • Action and ROI: Conversions, click-thru-rate, sales revs, issues resolved, costs per lead, lead conversion rate, customer lifetime value Source: https://blog.hootsuite.com/social- media-kpis-key-performance-indicators/ Social media analytics • Google Analytics • Facebook Insights • Twitter Analytics • Buffer • Hootsuite • Kissmetrics • Sprout Social • Meltwater • Quintly • Klout • Socialbakers • Moz Pro Bonus: http://simplymeasured.com/freebies#/
46 91 Real-time support on Twitter Crisis communications reactions POOR Defensive – take it personally Decline to comment Deny or lie Deflect – taichi, play blame game Downplay BETTER Accept – that it has happened Acknowledge – to those affected, media, public Assure – show you care, calm fears Apologize (if you have to) and be specific, express regret, suggest remedy ACT – assess your allies, plan your action, act out your plan 92
47 93  Consider People, Environment, Assets, Reputation • Set up crisis management unit: role-play strategies for dealing with crisis scenarios involving digital media – blogging, online video, viral emails, rogue websites. • Act quickly, search for details, verify allegations, launch investigation • Assess allies, call in your experts; notify affected parties, authorities and higher ups • Openly and quickly share the facts with the public online • Show you care, don’t over-react or take it personally • Accept responsibility when you are at fault • Prepare a statement and stand by it; when in doubt, leave out • Tell the truth and be confident Social Media Crisis Summary Exercise • Write a holding statement for a crisis provided • Write three key messages you would share with the media • Write an opening statement in a press conference for that crisis • Anticipate questions and defend your statement
48 Crisis planning & preparation International School Of Communication
49 Key objectives for crisis planning • Enable efficient response • Overcome decision-making paralysis • Seize the golden hour • Establish self immediately as go-to source of information • Make voice heard before others fill the vacuum • Fast communication conveys control and competence. Silence is interpreted as guilt “When a crisis hits, the fundamental issue becomes the need to strike a balance between the instincts of human compassion; the demands of public relations; and the dictates of corporate survival.” (Source: New York Times, 14 December 1994)
50 • To establish guidelines on how to deal with various crises • To coordinate communications internally and externally • To provide a quick check list to assess the situation and how to respond to it Why a crisis communications plan? To factually assess the damage and determine necessary or appropriate response. Identify parties that will be informed of situation Gather and communicate facts of the situation Counter or minimise rumours Restore order and regain public confidence Plan’s objective
51 Questions to ask: • WHAT do you want people to know? • WHO is the audience you are trying to reach? • HOW do you intend to communicate the message? • WHEN do your messages need to be disseminated? Formulating a crisis plan • List out potential vulnerabilities, issues and crises • Outline the possible response plans • Set up a crisis communications team & assign roles • Build a comprehensive contact detail list of crisis team members • Determine the locale of your crisis operations centre or media centre • Create a repository of response to the media complete with fact sheets, background statements, FAQs. • Determine timeline to release the information • Create a checklist • Keep a log of communication with stakeholders Key considerations - 1
52 • Analyse your internal audience • Analyse your external audience • Evaluate the impact of the situation on your corporate image • Determine if there are any possible regulatory or political ramifications related to the situation (and to your potential response) • Check if there are any legal consequences to your communications response Key considerations - 2 Crisis team • Legal • Finance • HR • External advisors • Manage operational recovery • CEO • Board Top management Crisis management team Other key players Key priorities: • Head of comms reports to CEO • Head of comms liaises with all other teams • Efficient information flow in all directions Head of comms Media team Online team Internal team Stakeholder team Crisis Communication Team
53 Red book Protocols Contacts Materials • Crisis management rules and procedures • Declaration of crisis- cascade • Responsibilities of individuals, teams and department • Decision making • Information flow • Fact gathering resources and responsibilities • Spokespeople • Office, mobile and home contact details • Crisis team • Key contacts in all departments • Key media • Key external stakeholders • “Fill-in-the-blanks templates for likely crisis scenarios • Messages • Regret-reason- remedy • Press releases • Holding statements • Q&A documents • Talking points • Factsheets • Briefing documents • Visuals Make your Red Book available in hard copy, online, and on USB to be carried by key team members so its available wherever and whenever needed. Crisis room: Physical resources • Dedicated ‘’war room’’ for crisis comms • Multiple landlines and exchange to handle high volume of calls • Fast, reliable internet • Hard copies of all printed crisis resources (including media and internal contact list) • Spare mobiles and chargers • Whiteboards, flipcharts • TV and radio • Refreshments • Press conference venue nearby • Have an off-site alternative location • High capacity printer/copier for urgent resources (eg. press kits)
54 Crisis media management systems • Log all calls using a contact record sheet • Ensure every enquiry is answered • Create and maintain a “rolling brief’’ • Regularly update documents with the latest position and facts Dark site and social media • A crisis ready section of website:  Activated when needed  Often replacing website front page  Background materials, pictures, biographies, contacts etc.  Platform for real-time news provision • Social media: Integrate Facebook, Twitter and YouTube in your response plan • Who has account passwords?
55 Internal communication in a crisis Inform early and keep updating • Better for them to hear it from you than to read it in the newspaper • The longer you wait, the harder to correct opinions (especially based on media reports) Prepare mass system • e.g. company-wide SMS updates Stakeholder engagement in a crisis • Also engage in direct communication with key stakeholders e.g.  Customers  Suppliers  Partners  Communities  Government
56 Preparing and rehearsing skills • Ensure everyone on same page • Understand their responsibilities • Can execute their role effectively • CEO and a deputy • Local/ regional GMs/MDs • Six-monthly refresher • ‘’Set-piece’’ crisis rehearsals • Involve all teams and departments • Partner organizations if appropriate • Access performance and fine tune Training for comms team Media training for spokespeople Simulation for all teams • A crisis communications plan offers guided response. • But it must be adjusted according to the situation or how the crisis escalates. • More importantly its how your response is perceived by your stakeholders:- Acknowledge the problem, Accept responsibility, Assure victims, public, media Take appropriate Action Apologise when necessary Summary

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ISOC: Crisis and online communications

  • 1.
    1 Crisis & Online Communications InternationalSchool Of Communication Introductions • Media trainer, consultant and former journalist • Keen social media advocate • Worked as correspondent for Nikkei Business Publications, CNet, ZDNet and Newsbytes About you • Do you currently manage any of your company’s social media channels ? • Have you any experience handling a crisis? • What do you hope to take away from Day 5?
  • 2.
    2 Crisis communications: A turningpoint? 3 “It takes 20 years to build a reputation and five minutes to ruin it,” Warren Buffett
  • 3.
    3 5 1. One badinterview can ruin your company’s reputation Former BP CEO Tony Hayward made a series of gaffes during Gulf oil spill 2. Perception matters -- media visibility affects the bottom line Takata shares plunge as Honda drops supplier BP profits slump after huge oil spill charge Uber hits back at claims of thousands of rape and sexual assault complaints Jury Orders J&J to Pay $72M in Ovarian Cancer Talcum Powder Case Volkswagen Shares Dive on New Emissions Woes
  • 4.
    4 Company Crisis Share price loss Union Carbide Bhopal35% Texaco Discrimination 10% Coca-Cola Belgium recall after children ill 22% Firestone High tyre failure in Ford Explorer 40% BP Gulf spill 50% Arla Offensive cartoons 50% Toyota Recalls 50% A crisis can destroy stock value 8 3. Social media is growing in reach and influence • 1.39b monthly active users • Malaysia: >18 million • 396m users • Malaysia: > 2m • 1b unique users/month • 4b views/day • 100hrs of video uploaded/1 min • 307m monthly active users • Malaysia: > 2m Sources: Statista(Q1, 2016), Socialbakers.com, DMR • 1b monthly active users • Malaysia: 75% penetration
  • 5.
    5 4. Media diethas changed
  • 6.
    6 11 5. You arealready a brand ambassador (so you need to know how to promote your company’s agenda 24/7/365 to traditional and new media)
  • 7.
    7 Case study: LRTdanger Group MD tweets 1.19pm Nov 23 1.21pm Nov 23
  • 8.
    8 Facebook post Tweet@MyRapidKL Re-tweet media tweets
  • 9.
    9 17 Case study: LRT2012 Old pic from 2006 posted as new 1. Be ready to act fast 2. Get ahead of the rumour mill 3. Appoint professionals Case study: Paradigm Mall Poor replies to issues on FB Case study: Worms in Lipton lemon green tea
  • 10.
    10 What does thismean for companies, brands, spokespersons? • Social-media savvy activists, detractors, brand terrorists can easily organize against your brand • Your messaging must be consistent – internally, externally, online and offline. But you can no longer control the conversations and reactions. • Transparency, Integrity, Accountability: The virtues of corporate governance must be embraced – all across the board
  • 11.
    11 Risk assessment andissues mapping International School Of Communication 22
  • 12.
    12 2323 Definitions A crisis isan event or series of events which can severely damage the reputation of an organisation. It can interrupt normal workflow and threaten the organisation’s very existence. Crisis communications is a responsible programme to minimize damage to a company’s reputation through active engagement and communications with employees, stakeholders, the public and the media 24 Types of crises • Financial: Bank run, hostile takeover, government-forced merger, sovereign defaults, stock crash, bubbles, currency crises • Corporate/legal: Lawsuits, anti- trust, copyright infringement. Eg. Microsoft. • Brand terrorism: product tampering, malicious rumours, corporate espionage, hacking. Eg. Tylenol. • Medical: Mass hysteria, flu outbreak, H1N1, SARS • Natural disasters: Tsunami, landslides, flash floods, freak storms. • Accidents: Vehicle crash, explosions, careless handling of hazardous material, fire • Product/service failure: Product recalls, faulty service. Eg. Firestone. • Organizational misdeeds: Management misconduct, deception, financial fudging, stock manipulation, kickbacks. Eg. Enron, Satyam, VW • Workplace issues: Violence, sexual harassment, discrimination • Technological crises: eg: phishing scam, skimming, systems crash, data loss, software failure, blackouts. Eg. KLSE crash. • Confrontational: Boycotts, picketing, sit-ins, strikes, blockade or occupation of buildings
  • 13.
    13 Types of crises Highbusiness impact Low business impact Low probability High probability Hostile takeover Product incidents Boycott Class-action lawsuit Environmental catastrophe Accident on premises Financial crisis Management mistakes Sabotage Dismissals Corruption Sexual harassment Pressure group actions Strikes IP copyright infringement Retrenchment Trade sanctions Exercise: Determine which crises are highly probable and will likely impact your organisation
  • 14.
    14 Every crisis isan opportunity • A crisis thrusts an organisation into the spotlight • An organisation that responds well can improve its reputation in the long term • Communication is crucial. It is not enough to respond well: you must also be seen to respond well 28 Best pro-active practices: Crisis communications • Formulate a crisis communications plan • Role-play crisis scenarios • Update crisis plans regularly • Train staff on crisis communications • Meet and cultivate the media • Engage and connect with online communities • Use online tracking tools to monitor and flag possible crisis situations
  • 15.
    15 29 1. Prevention/preparation 2. Detection 3.Damage control 4. Recovery 5. Learning Five states in a crisis 30 1. Prevention/ preparation • Media queries are always responded to promptly and reliably • Management trained to be media- savvy, have credible voice online • Open and transparent processes in place • Employees are vigilant and always communicating with customers, stakeholders, management, online community • Infrastructure and resources are always serviced and up-to-date • Crisis communications plan is constantly updated
  • 16.
    16 31 2a. Detection: Online Examplewarning signs: • Rise in customer service complaints online • High criticism of services in social media • Negative sentiment of organisation in online monitoring and tracking tools • Online media critical of inaction • Unusual staff turnover, employee discontent reflected in social networks • Infrastructure starting to break down 32 2b. Detection: Management issues • Little or no innovation or any emphasis on R & D, training or re-training • Exorbitant executive salary of top management • A frenzy of redundant meetings and overlapping tasks, projects and sub-committees • Relying on the past and shackled to sticking to the knitting mentality • Management has lost touch with stakeholders, markets, customers, and do not fully embrace change of any kind • *Active inertia: Taking small measures which aren’t focused, measurable, and internalized by whole organization *Ref: Don Sull, Revival of the Fittest
  • 17.
    17 33 3. Damage control •Crisis strikes • Crisis communications plans kicks in • CEO, board notified • Activate crisis comms team and the media centre (ensure communications set-up is working) and light up dark site if necessary • Inform authorities concerned of situation • Action initiated, resources mobilized, safety and security prioritized • Media, public, community, stakeholders kept informed • CEO or designate conducts first briefing • Detail the FACTS of the event (5Ws) to draft out initial press statement. • Follow up with media as promised. • Resolution provided 34 4. Recovery • Restore public confidence through action, public clean-up or third-party expert vouching safety • “Business as usual” statement • Compensation or free samples offered • Thanking parties involved in resolution • Media provided with tour
  • 18.
    18 35 5. Learning • Didmedia carry your messages? • Was spokesperson credible? • Did public empathize with company? • Was dissemination of resolution via website, emails, press releases, video effective? • Were briefings, conferences conducted smoothly? • Was there enough backup and support? • Can you benchmark event as case study? 36 • What happened? • When and where did it happen? • Who is dead, injured or affected? • What is the extent of damage? • What parties were involved? • What are you doing about it? • When will it be resolved? • Who is in charge? • Why did it happen? • How did it happen? • Has it happened before? • What was the ‘real’ cause? • Will it happen again? • Who is responsible? • Who is to blame? What the media wants in a crisis
  • 19.
    19 37 Crisis Spokesperson: Regret, Reason,Remedy 1. REGRET: • Show genuine concern for victims, express regret, apologize if necessary but be specific • Say what needs to be said to victims and their families • Who can the people affected call? 2. REASON • How and why it happened. (Just the facts, do NOT speculate). If you do not know say you don’t know – pending investigations 3. REMEDY: • What are you doing to fix it? • What resources have been allocated? • Is the environment secure now? Is the public still at risk? Is it safe to go there? • How long is the remedial action going to take? • When can we hear from you again? 38 When the media calls 1.“We know and here are the facts.” (Holding statement) 2.“We don’t know everything at this time. Here’s what we know. We’ll find out more and let you know by XX:00 time.” 3.“This is first we have heard of it - but we’ll find out more and get back to you.” Note: Do not hang up or say no comment!
  • 20.
    20 39 Tools for respondingto media in a crisis Traditional • Holding statement • Press release • Fact sheet • Q & A or F.A.Q. • Press conference • Memo or letter • Advertisement • One-on-one interview • 24-hour hotline Social media • Light up dark site • Fill with hourly/daily updates on Facebook or Twitter • Video on YouTube • Set up a blog or feedback forum (*be prepared to monitor) • Crowd-sourced survivor lists • 5-digit SMS hotline 40 Who does what in crisis communications Crisis Management Team Leader: • Collect all relevant information and get it to communications • In almost all circumstances, the incident commander/crisis manager is main spokesperson on the ground Communications: • Develop holding statements/Q&A/FAQ for use with media • Get spokesperson prepared, rehearse statement. • Monitor news coverage • Develop internal communications strategy/materials. • Counsel the next course of actions for communications
  • 21.
    21 41 • Within twohours • Holding statement • Update online media (post content on dark site) • Inform staff • Within six hours • Press statement • Press conference (if necessary) • Produce sound clip/ TV footage • Set up crisis hotline • Within 24 hours • Arrange interviews • Gather third-party statements • Within a few days • Detailed discussions with journalists • Personal discussions with media and key opinion leaders • Internal media • Place ads All about speed 42 Holding statement: eg. Fire • Provides the media with an initial statement of facts that can be used immediately when crisis breaks • Answer the four Ws: Who, What, When, Where. Explain WHAT the incident is. Identify WHO is involved, tell WHERE and WHEN the incident occurred, explain WHAT action is being taken to respond to the incident. • Do not speculate on the How, How Much or Why if you do not know the answer yet. When in doubt leave out. • DO NOT disclose any names of dead or injured until next-of-kin is informed. (Reporters may get names from police or hospital. When you are ready to release names, appeal to media to respect the privacy of family and relatives in their time of bereavement.)
  • 22.
    22 43 Example: Holding statement Atapproximately 9am today, March 18, 2016, a fire occurred at _____________. All our employees evacuated the building safely. The local police and fire services were alerted and the situation is now contained. Our immediate concerns are for the safety and well-being of our staff and the public and to minimize the impact to the surrounding area. We will keep you updated as more details become available. (Please check our website/blog or call the hotline_____________) 44 Follow-up statement • State whether fire is put out, any people injured and surrounding community is secure. • Show empathy, regret and appropriate concern for victims, their families and those affected. • State that the safety and security of your customers and employees is always your highest priority. • Name the agencies you are working with – eg. police, hospital, local council, fire department, hazmat, search and rescue, enforcement – who are responding to this incident. • State whether investigations and related follow-up activities are on-going.
  • 23.
    23 45 Case study: KFCemployee attacks customer 46 Social media amplifies crisis
  • 24.
    24 47 KFC statements Feb 7,2012 Feb 9, 2012 Feb 8, 2012 48 Resolution
  • 25.
    25 49 Do the rightthing! 50 A few things to remember… • You are not the only source – police, fire emergency responders, bystanders are often a larger part of the story. • All or nothing on info – you can’t choose what you want to talk about and what you do. Sticking to key messages in your statement is often your best bet. • Media needs conflict. If one side is making noise and the other is not, the story dies out quickly. “Fighting” often makes stories longer. • Internal messages can go external. Just one click and it goes viral. Make sure it is consistent with external messaging.
  • 26.
    26 51 Spokesperson: Ambush interview •Be calm • Don’t take it personally • Don’t get angry or lash out • Do not guess or speculate • Get name and phone number of individual reporter • Offer to be accessible as soon as you know the facts 52 Ambush interview responses • “Yes, I was informed. Let me begin by saying that ABC Sdn Bhd considers the safety and well-being of its employees its utmost priority. This is what we know so far: No 1, No 2, No 3…..” •“I do not know anything beyond what has been speculated in the papers. We consider this a very serious issue and an emergency board meeting will be held at 2pm, to discuss this urgent matter.” •“This is the first I heard of it. Let me get to my office and get all the facts before I respond. May I have your number please?”
  • 27.
    27 Exercise • Break outinto groups • Determine the lessons learnt from the case studies your group have been given • What did the company do right? • What did the company do wrong? • What lessons from this case study can you incorporate in your organisation?
  • 28.
    28 Crisis case studies InternationalSchool Of Communication Dealing with hoaxes, rumours, false news, brand terrorism 56 Emails you don’t want to receive Dear Maybank Customer, Serious security treat in your account. Follow below reference to reactivate now. http://www.maybank2u.com.my/active.asp.html Yahoo! Mail gives members random cash prizes. Today, your account is randomly selected as one of 5 top winners I AM PRINCE DESMOND OKOTIEBOR ETETE. THE NEXT HEIR TO THE THRONE OF THE OIL RICH KINGDOM OF THE OGONI COMMUNITY. I HAVE A HUGE AMOUNT OF MONEY PRESENTLY IN THE PALACE.THE FUNDS WERE REALISED FROM OIL ROYALTIES THAT WAS PAID TO MY LATE FATHER. I NEED YOUR URGENT ASSISTANCE IN TRANSFERRING THE SUM OF US$330 MILLION IMMEDIATELY TO YOUR ACCOUNT.
  • 29.
    29 57 Verifying information 58 Hoax: Ericssonfree phone offer • An email promising a free handphone from Swedish telco giant Ericsson • Those who forwarded the email to 8 friends would receive a free Ericsson T18 handphone within two weeks. If forwarded to 20 friends, senders were promised "a brand new Ericsson R320 WAP phone." • Reminded the recipient to send a copy to Anna.Swelund@ericsson.com of Ericsson Marketing.
  • 30.
    30 59 • Contacted PeterBodor, PR manager of Ericsson Mobile Communications who confirmed the chain mail is hoax. No person named Anna Swelund in company. • The company has received about 1,000 emails, mainly from Europe, and also from the US and Asia. Did not crash its server. • This was not the first time Ericsson was hit by such chain letters, and that other companies like Nokia, Microsoft and Disney were similarly affected. • Ericsson posted a notice on its website advising people to discontinue forwarding the email and apologized for the inconvenience. • Link: http://www.trinetizen.com/archive/?p=113 How to kill a hoax 60 Tommy Hilfiger – a rumour of racism?
  • 31.
    31 61 The problem withInternet rumours • Difficult to identify source. • Can’t tell how widespread. • If you choose to ignore, it may go viral. • If you choose to fight it, it may attract more attention. • If partly true – “where there is smoke there is fire” – a denial may seem insincere and fan the flames. 62 Samsung phone easily broken?
  • 32.
    32 63 YouTube video takendown 64 Strategies for fighting rumours 1. LOW-KEY: If source identifiable: disgruntled employee, irate customer, jealous competitor, then deal with it internally without publicity, if possible. 2. F2F: Engage and neutralize face-to-face: Often those hostile online, can be less prone to spread rumours once confronted. 3. COUNTER: If it can cause serious damage and has already gained traction publicly -- even if source is not identified -- it’s best to get your side of the story and facts out.
  • 33.
    33 65 The radio silencestrategy +ve • The best crisis case studies are the ones you never hear about. • Time may resolve the problem on its own without your intervention. • Sometimes a little goodwill can go a long way. -ve • Doing nothing is always highly risky. You never know when a rumour may become viral online. • Critics with long memories may point out how you were silent before. • A lack of information fuels anxiety rather than defuses it. 66 Coca-Cola fights myths online http://www.thecoca-colacompany.com/contactus/myths_rumors/
  • 34.
    34 67 Case study: Dellvs Sony 68 Dell laptop explodes at Japanese conference By INQUIRER.net newsdesk: Wednesday 21 June 2006 An Inquirer reader attending a conference in Japan sat just feet away from a laptop computer that suddenly exploded into flames, in what could have been a deadly accident. Gaston, our astonished reader reports: "The damn thing was on fire and produced several explosions for more than five minutes"… For the record, this is a Dell machine," notes Gaston. "It is only a matter of time until such an incident breaks out on a plane," he suggests. Our witness managed to catch all the action in these amazing pictures….
  • 35.
  • 36.
    36 71 Good news, getit out fast Bad news, get it out faster* *Caveat: Assess, verify, confirm, attribute. If in doubt, leave out. 72 Dell to recall 4 million laptop batteries CNET News.com,August 14, 2006 Dell and the U.S. Consumer Product Safety Commission plan to recall 4.1 million notebook batteries on Tuesday, a company representative confirmed. The recall affects certain Inspiron, Latitude and Precision mobile workstations shipped between April 2004 and July 18, 2006. Sony manufactured the batteries that are being recalled, the representative said. This looks like the largest battery recall in the history of the electronics industry, said Roger Kay, an analyst with Endpoint Technologies Associates. "The scale of it is phenomenal."
  • 37.
    37 73 Sony delays response, problemsdeepen… • Aug 15, 06: Dell recalls 4.1m batteries • Aug 24, 06: Apple recalls 1.8m batteries • Sept 15, 06: Virgin Atlantic, Qantas and Korean Air ban use of Dell and Apple laptops on board its planes, unless the battery removed. • Sept 28, 06:Lenovo/IBM: 526,000 batteries • Sept 29, 06:Dell increases recall to 4.2m • Sept 29, 06:Toshiba recalls 830,000 batteries 74 ThinkPad explodes in LAX airport, posting on Gizmodo.com, Sept 16 “So we're waiting for a flight in the United lounge at LAX, this guy comes running the wrong way, pushing other passengers out of the way and quickly drops his laptop on the floor. The thing immediately flares up like a giant firework for about 15 seconds, then catches fire….”
  • 38.
    38 75 Charred remains ofIBM notebook on terminal floor 76 Crisis Escalates, Goes Viral
  • 39.
    39 77 Sony finally responds… Sept30, 2006: Sony finally announces global recall of 9.6 million PC batteries. The recall and replacement would cost as much as 50 billion yen (about US$423 million). …but profit plunges 94 percent for July- Sept quarter Dell’s Response Post-mortem • Determines cause – battery supplier, executes costly remedial action with safety in mind. • Liaises with authority: Works with U.S. Consumer Product Safety Commission to announce global recall of 4.1 million laptop batteries. • Used website: Sets up recall website for customers to check affected units. • Assures safety: Guarantees replacement batteries are safe. 78
  • 40.
    40 79 'Alien' substance causedDell notebook battery to ignite By Julian Matthews, ZDNet Asia October 23, 2000 KUALA LUMPUR – An 'alien' substance was mixed into the production process of the battery that caused a Dell customer's notebook to burst into flames and prompted a recall last week. "As a result of analysis, we defined the cause of the short circuit that occurred in one cell was due to mixing of an alien substance at one production process," said Yoshiyuki Arikawa, a spokesperson of battery-supplier Soft Energy Company, a unit of Japanese consumer giant Sanyo Electric Co Ltd. In the e-mail response to ZDNet Asia, Arikawa did not define what the 'alien' substance could be or how it entered the production process… Arikawa added, "The defect rate should be very small since it’s a specific occasion and (went through) normal inspection process after. The defect is limited only to the 27,000-set lot to Dell." Dell Computer recalled the 27,000 batteries with a promise to replace them free of charge…. 80 The Concept Of P.E.A.R In Crisis Communications
  • 41.
    41 81  Safeguard People Protect the Environment  Protect company Assets  Protect company Reputation Response In A Crisis 82 • Dell alerts customers, warns of danger, sets up website for recall & replacement • Dell continues to work with safety authorities to monitor the situation • Dell expresses confidence in Sony and safety of its products to customers and stakeholders • Dell takes ownership, shows customers it cares • P = Safeguard PEOPLE • E = Protect ENVIRONMENT • A = Protect ASSETS • R = Protect REPUTATION
  • 42.
    42 83 84 Sony execs’ bownot deep enough? “We want to put this behind us. I take this problem seriously and I want to finish the replacement program as quickly as possible for the sake of our users and corporate customers,” Corporate Executive Officer Yutaka Nakagawa, Oct 24, 2006
  • 43.
  • 44.
    44 87 Tips: Detection andPrevention 1. Have planned responses, holding statements ready 2. Go public on your website with denial if required 3. Cultivate strong relationships with editors, influencers 4. Keep employees informed: nip rumours in the bud on one-to-one basis Establishing your own social media listening posts • Resources: Internally monitor keywords via search engines, alerts, dashboards, analytics • Externally use an media monitoring agency to measure mentions, sentiment, manage social media channels, monitor keywords, competitors, issues • Build relationships with key influencers by engaging with them online • Build a social media response chart and assign staff to monitor and take action where necessary • Get management buy-in, draw up social media policy and guidelines for staff engagement
  • 45.
    45 Measuring sentiment on socialmedia • Presence: Followers, fans, mentions, likes, reactions, reach, inbound links, blog subscribers • Engagement: Retweets, social shares, comments, referral traffic • Influence: Share of voice, net promoter (vs detractor), sentiment, number of influencers, post reach, potential reach, video views • Action and ROI: Conversions, click-thru-rate, sales revs, issues resolved, costs per lead, lead conversion rate, customer lifetime value Source: https://blog.hootsuite.com/social- media-kpis-key-performance-indicators/ Social media analytics • Google Analytics • Facebook Insights • Twitter Analytics • Buffer • Hootsuite • Kissmetrics • Sprout Social • Meltwater • Quintly • Klout • Socialbakers • Moz Pro Bonus: http://simplymeasured.com/freebies#/
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    46 91 Real-time support onTwitter Crisis communications reactions POOR Defensive – take it personally Decline to comment Deny or lie Deflect – taichi, play blame game Downplay BETTER Accept – that it has happened Acknowledge – to those affected, media, public Assure – show you care, calm fears Apologize (if you have to) and be specific, express regret, suggest remedy ACT – assess your allies, plan your action, act out your plan 92
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    47 93  Consider People,Environment, Assets, Reputation • Set up crisis management unit: role-play strategies for dealing with crisis scenarios involving digital media – blogging, online video, viral emails, rogue websites. • Act quickly, search for details, verify allegations, launch investigation • Assess allies, call in your experts; notify affected parties, authorities and higher ups • Openly and quickly share the facts with the public online • Show you care, don’t over-react or take it personally • Accept responsibility when you are at fault • Prepare a statement and stand by it; when in doubt, leave out • Tell the truth and be confident Social Media Crisis Summary Exercise • Write a holding statement for a crisis provided • Write three key messages you would share with the media • Write an opening statement in a press conference for that crisis • Anticipate questions and defend your statement
  • 48.
    48 Crisis planning &preparation International School Of Communication
  • 49.
    49 Key objectives forcrisis planning • Enable efficient response • Overcome decision-making paralysis • Seize the golden hour • Establish self immediately as go-to source of information • Make voice heard before others fill the vacuum • Fast communication conveys control and competence. Silence is interpreted as guilt “When a crisis hits, the fundamental issue becomes the need to strike a balance between the instincts of human compassion; the demands of public relations; and the dictates of corporate survival.” (Source: New York Times, 14 December 1994)
  • 50.
    50 • To establishguidelines on how to deal with various crises • To coordinate communications internally and externally • To provide a quick check list to assess the situation and how to respond to it Why a crisis communications plan? To factually assess the damage and determine necessary or appropriate response. Identify parties that will be informed of situation Gather and communicate facts of the situation Counter or minimise rumours Restore order and regain public confidence Plan’s objective
  • 51.
    51 Questions to ask: •WHAT do you want people to know? • WHO is the audience you are trying to reach? • HOW do you intend to communicate the message? • WHEN do your messages need to be disseminated? Formulating a crisis plan • List out potential vulnerabilities, issues and crises • Outline the possible response plans • Set up a crisis communications team & assign roles • Build a comprehensive contact detail list of crisis team members • Determine the locale of your crisis operations centre or media centre • Create a repository of response to the media complete with fact sheets, background statements, FAQs. • Determine timeline to release the information • Create a checklist • Keep a log of communication with stakeholders Key considerations - 1
  • 52.
    52 • Analyse yourinternal audience • Analyse your external audience • Evaluate the impact of the situation on your corporate image • Determine if there are any possible regulatory or political ramifications related to the situation (and to your potential response) • Check if there are any legal consequences to your communications response Key considerations - 2 Crisis team • Legal • Finance • HR • External advisors • Manage operational recovery • CEO • Board Top management Crisis management team Other key players Key priorities: • Head of comms reports to CEO • Head of comms liaises with all other teams • Efficient information flow in all directions Head of comms Media team Online team Internal team Stakeholder team Crisis Communication Team
  • 53.
    53 Red book Protocols ContactsMaterials • Crisis management rules and procedures • Declaration of crisis- cascade • Responsibilities of individuals, teams and department • Decision making • Information flow • Fact gathering resources and responsibilities • Spokespeople • Office, mobile and home contact details • Crisis team • Key contacts in all departments • Key media • Key external stakeholders • “Fill-in-the-blanks templates for likely crisis scenarios • Messages • Regret-reason- remedy • Press releases • Holding statements • Q&A documents • Talking points • Factsheets • Briefing documents • Visuals Make your Red Book available in hard copy, online, and on USB to be carried by key team members so its available wherever and whenever needed. Crisis room: Physical resources • Dedicated ‘’war room’’ for crisis comms • Multiple landlines and exchange to handle high volume of calls • Fast, reliable internet • Hard copies of all printed crisis resources (including media and internal contact list) • Spare mobiles and chargers • Whiteboards, flipcharts • TV and radio • Refreshments • Press conference venue nearby • Have an off-site alternative location • High capacity printer/copier for urgent resources (eg. press kits)
  • 54.
    54 Crisis media managementsystems • Log all calls using a contact record sheet • Ensure every enquiry is answered • Create and maintain a “rolling brief’’ • Regularly update documents with the latest position and facts Dark site and social media • A crisis ready section of website:  Activated when needed  Often replacing website front page  Background materials, pictures, biographies, contacts etc.  Platform for real-time news provision • Social media: Integrate Facebook, Twitter and YouTube in your response plan • Who has account passwords?
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    55 Internal communication ina crisis Inform early and keep updating • Better for them to hear it from you than to read it in the newspaper • The longer you wait, the harder to correct opinions (especially based on media reports) Prepare mass system • e.g. company-wide SMS updates Stakeholder engagement in a crisis • Also engage in direct communication with key stakeholders e.g.  Customers  Suppliers  Partners  Communities  Government
  • 56.
    56 Preparing and rehearsingskills • Ensure everyone on same page • Understand their responsibilities • Can execute their role effectively • CEO and a deputy • Local/ regional GMs/MDs • Six-monthly refresher • ‘’Set-piece’’ crisis rehearsals • Involve all teams and departments • Partner organizations if appropriate • Access performance and fine tune Training for comms team Media training for spokespeople Simulation for all teams • A crisis communications plan offers guided response. • But it must be adjusted according to the situation or how the crisis escalates. • More importantly its how your response is perceived by your stakeholders:- Acknowledge the problem, Accept responsibility, Assure victims, public, media Take appropriate Action Apologise when necessary Summary