Jo Bullen and Caroline Nagle from Lexington Communications discuss how to protect your brand.
Presented at the Sport and Recreation Alliance's Sports Summit 2014.
2. Who are we?
Jo Bullen
Issues management
expert with nearly 20
years experience
Caroline Nagle
Crisis management expert
from public to private
sector
3. Agenda for next hour
• Knowing when you’re dealing with an
issue and when it’s a crisis
• Protecting your brand
• What to do when an issue hits
• Breakout
• Questions
5. What is an issue?
An issue is a non-acute risk to an organisation’s
strategic, commercial or reputational interests that,
left unmanaged, can escalate to a crisis.
Internal drivers:
• Performance
• Behaviour
• Supply chain
• Change
External drivers:
• Politics & policy
• Societal impact
• Affects whole sector
• Impacts multiple
stakeholders
7. What is a crisis?
A crisis is a highly-unusual situation or incident that presents a
significant and immediate commercial, reputational, financial or
strategic risk to your organisation that must be dealt with decisively
and effectively.
External
incident:
• Security
• Natural
events
• Terrorism
External
issues:
• Policy &
politics
• Regulator
Internal
incident:
• Safety
Internal issues:
• Behaviour
• Governance
9. Example crisis: Qatar FIFA bribes
• The Sunday Times published emails
from Qatari officials to African FA
members detailing hundreds of
thousands of dollars in bribes at the
time of the 2022 World Cup vote
• The news broke on 1st June and was
instantly picked up by news outlets
all over the world
• Many high profile football officials are
now embroiled in this ongoing
scandal
10. Lifecycle of an issue - FIFAGravity of
Issue
Time
Vulnerability/
problem
Issue
Problem not
addressed/solved
Growing internal/
external concern
Discussions among
key influencers
The issue hits top-tier media
Issue is out of control –
Risk of inappropriate response
Potential damage
to business and
reputation
Crisis
Growing social media noise
Accusations of
corruption during
Qatari bid not
addressed at the
time
Triggered media
speculation
including a
Sunday Times
investigation
The Sunday Times
publish emails
alleging bribes were
made
11. How the media behaves
Fast moving
Needs new
angles
24/7
Multi-
platform
Blame/Victim
Bad news
makes great
news
12. Knowing you’re in crisis
Key stakeholders are involved or impacted
It’s been picked up rapidly and widely by national
media or is leading the news agenda
The authorities need to be involved
Location affected (e.g. strike/accident)?
Interested parties are commenting publicly
Wide spread debate on social media, trending on
Twitter
13. Taking time to breathe
Don't believe the
first thing you hear
-- the sky may not
be falling
Is our organisation
the sole focus or is
this wider?
How much trouble
are we in?
Establish the facts
Act like a journalist
-- ask questions,
ask questions, ask
questions
15. Risks and issues planning
Horizon
scanning and
scenario
planning
Develop
positioning and
communications
strategy
Stakeholder
audit and
outreach
Crisis & media
training
Crisis response
testing
16. Being prepared
Crisis
communications
manual
Define the leaders
Process / roles &
responsibilities
Core crisis team
contact details
Key messages and
FAQ – don’t start
from scratch with
each crisis
Key facts & figures Support materials
17. Proactive Issues Management
Gravity of
Issue
Time
Vulnerability/
problem
Issues
Prevention
Issues
Management
Crisis
Management
Issues are managed/
controlled
Crisis is avoided/contained
to issues management
Issues
Prevention
Issues
Manage-
ment
Crisis
Manage-
ment
18. Theory into practice
Gravity of
Issue
Time
Vulnerability/
problem
Issues
Prevention Crisis
Management
Problem persists
Issues are managed/
controlled
Crisis is avoided/contained
to issues management
News of Ryan Giggs’s affair
comes out
Manchester United PR response Sift focus from private life to football
Issues
Manage-
ment
Crisis
Manage-
ment
20. Awareness during a crisis
Information is often
the first casualty of a
crisis
Issues broaden
beyond the facts or
the incident - they call
your whole reputation
into question
Facts often become
distorted and
exaggerated
Emotion overtakes
fact and objectivity is
lost
21. If a crisis hits
Alert - follow crisis
comms guidelines
Define audiences -
who needs to know?
Start writing -
clarifies thinking
Three key messages
easy to understand -
details go under
those messages
23. The don’t forgets
Always
• Know what is victory
• Understand that
sometimes the best work
never sees print
• Keep it simple – no
corporate speak or jargon
• Protect leadership
• Rapid response to media
is important but don't let
media pressure skew
decision-making process
• Keep communicating
Remember internal
• Employees best source of
information to family and
friends
• Be prepared to deal with
internal rumours, keep the
message consistent
• Communications acts as
outside spokesperson --
leader communicates to
employees
• Internal communications
can quickly become
external communications
via social media – have a
policy in place
Watch-outs
• The lawyers and
regulatory – be
appropriate and honest
• Group-think
• Losing your head –
maintain serenity
• Lack of relationships
24. If you’re in charge?
No surprises
Play a key
advisory role
Provide timely
accurate
information –
don’t speculate
No-one changes
your questions –
they help you
with the answers
25. Post-crisis
1. Evaluate and learn lessons
2. Understand what went wrong &
change
3. Win back trust and reputation
Manage
crisis well
Stakeholder
outreach
Rebuild
internal
reputation
Say
something
new
Make
changes
26. And finally
• Don't be surprised and be prepared
• Anything can happen and usually does
• Know the facts first
• Communication is a boardroom issue
28. Crisis simulation
• Situation
– You are Head of Comms for the Lawn Tennis Association –
a private email from your Chief Executive has leaked to a
national newspaper containing sexist comments, the story
appears.
– A group of former tennis professionals lead by Sue Barker
have called for the Chief Executive to resign over the emails
as it’s causing negative publicity ahead of Wimbledon
– You’ve just been in a meeting with the under fire CEO who
has refused to resign and you have a long list of journalists
who require a response
• Where would you start?