This document discusses defining key elements of an effective crisis communications plan, including defining the crisis response team members and their roles, identifying potential crises and stakeholders, categorizing different types of crises, integrating the crisis communications plan with the crisis management plan, outlining the process for initiating and implementing the plan during a crisis, and planning follow-up evaluation and preparation for future crises.

1. Defining Moments
Developing media plans and strategies
for crises and emergencies
Susan Eileen Day
Action Global Communications
29 May 2013

2. Defining the team
Who’s who?
• Big boss
▫ Probably not the BIG BOSS
▫ Best able; not highest title
• Inner circle
▫ Who needs to be involved
immediately?
▫ Who will help decide if the
problem is a crisis?
• Spokesperson(s)
• Primary participants
▫ Involved in all crisis comm plans
• Secondary participants
▫ Involved in some crisis comm
plans “The Scream” Edvard Munch

3. Defining crisis vis-à-vis a crisis
communications plan
“The Thinker” Auguste Rodin
When is a crisis YOUR crisis?
• A specific, unexpected, and
nonroutine event or series of
events that create high levels of
uncertainty and simultaneously
present an organisation threats to
its high-priority goals
• Chinese: dangerous opportunity
• Define the triggers that will shift
the organisation from “challenge
management” to “crisis
management”

4. Defining ALL potential crises
No potential crisis is too small
“Christ in limbo” Hieronymus Bosch
• This effort takes the broadest
group – a rep from every
sector should be involved in
brainstorming
• Also be sure to include OPC –
other people’s crises
(Bangladesh garment factories
closed down for 4 days for
protests)
• In this process can you shift
any from potential crisis to
predictable? (Greek air traffic
controllers strikes)

5. Defining ALL potential stakeholders
No stakeholder is too minor
• Again, you need reps from
every division/department
brainstorming on this
• You got employees; did you
think about pensioners?
former employees, particularly
those closely associate with the
company?
• In banking, you probably
thought regulators; did you
think rating agencies?
• Did you think about peer
companies? “Ship of Fools”
Hieronymus Bosch

6. Defining specific crisis categories
Making big lists manageable
“The nine circles of Hell”
Arnaldo Pomodoro Foundation
• Natural disaster (tsunami)
• Technology-driven disaster (not
just IT; think BP in Gulf)
• Malevolence (Tylenol)
• Organisational Misdeeds
(insider trading)
• Confrontation (Arab boycott)
• Work-based violence (Postal)
• Rumours (Coca-Cola)
• Man-made disasters (terrorist
attacks)
• Company/Industry appropriate
(financial, maritime, labour,
distribution, supply chain)

7. Defining how the crisis communications plan
integrates with the crisis management plan
Two have to be one . . .
“Picasso drawing” Pirouline
• Double check personnel
allocation
• Space (including loos and
sightlines)
• Resources
▫ Fax machine, other
equipment
▫ Internet access, phone lines
▫ Security
▫ Support staff

8. Defining initiation process
When is it time to launch?
“Clocks” Salvadore Dali
• “If you’re not quick, you’re not
relevant!”
• Who pushes the first domino?
• Who does he/she tell and
how?
• Is the lawyer moving fast
enough?
• What happens if a stakeholder
gets ahead of the story?

9. Defining progression of implementation
Crisis Comms is launched . . .
“Noah’s Ark” Edward Hicks
• All the dominos falling as
planned?
• Who’s supervising/managing?
• What’s the back-up plan if a
component isn’t working?
• How’s the flow of information?
• Is the multi-spokesperson
coordination working?

10. Defining follow-up strategy and
implementation
Crisis is over; the work isn’t
“The Cat in a Hat” Dr. Seuss
• In the aftermath, what do you
do?
• Did you leave any questions
unanswered?
• Have interviews been
promised?
• Do you need to have a debrief
with other groups?
• Can you build on/grow from
the crisis?

11. Defining preparation for next crisis
What can be done better?
WWF
• Were you perceived as the
victim, the villian or neither?
• Was your holding statement
enough?
• Did you anticipate the bulk of
the questions? Should any new
ones be added to the prep list?
• Were all the numbers up to
date?
• Were all the jobs done and
done well?