C.R.I.S.I.S.

C.O.M.M.U.N.I.C.A.T.I.O.N.S.

JOEL B. ELLO
Safety Consultant
CRISIS
 Any unexpected incident potentially upsetting an
organization’s employees, customers, operations,
REPUTATION, finances or the local/national
community.

Any organization can encounter an emergency at

any time which requires effective communications
during & after the incident.
 Crisis Management
In basic terms crisis management is being
prepared for the worst thing that could happen,
and everything in between.

There are various incidents that could be

considered a crisis, but for the purpose of
perspective think Worst Case Scenario.
Communication Characteristics of a Crisis
 Confusion surrounds the scene
 On scene response is critical
 Event escalates
 Inaccurate, contradictory, and
incomplete information,
especially in the initial stages;
 Constantly changing information;
 Breakdowns of normal
communication channels; and,
 Public perception is
unavoidable
Crisis Communication Needs

Crisis communication must :

•Anticipate rather than merely react to events;

•Define the issues accurately;
•Deploy constantly changing tactics;
•Develop a cohesive strategy;
•Establish a crisis communication management team; and,
•Communicate through a single credible spokesperson
Goals of Crisis Communication

Effective crisis communication helps ensure that:

•the incident or event does not rise to the level of a crisis,
•the impact of the crisis is kept to a minimum,
•the organization establishes control over the situation including the media;
•crisis-related messages are accurately and quickly transmitted, received,
understood, and believed;
•the organization is perceived in a positive light -- as caring, concerned, and taking
appropriate action to correct the situation:
•crisis-related messages result in meaningful and appropriate actions.
Goals of Crisis Communication

Ineffective crisis communications, by comparison, can:

•raise levels of public anxiety, concern, and fear; and fuel rumors;
•result in inaccurate perceptions of risk;
•result in exaggerated allegations and claims;
•result in of injury and harm;
•negative images of the organization
•result in loss of shareholder and public confidence.
 THE BEST WAY TO
DEAL WITH CRISIS IS
TO OWN IT AND TALK
ABOUT IT…..
 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

Don’t hide from Media if you can help it. (Hangga’t maaari.)
Media is very sensitive about elusive interviewees.
But if you simply can’t be interviewed, just say, ‘wala pang
official statement’.
Promise to let Media know as soon as it is available and keep your
promise.
 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

"Doesn't anybody know how important we think we are?" you

complain. You: big business Goliath. Me: member of public who
doesn't trust big business. You lose.

Di tayo kayang tirahin nila….

 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

Mayayabang yang mga yan… Akala nila ,alam na

nila lahat….
No question about it. MEDIA is our friend. In fact, MEDIA is
our only connection and conduit to our millions of audiences
nationwide
 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

If the mountain will not come to Muhammad, Muhammad will

go to the mountain.

We do not have to wait for MEDIA to seek us out.

We can make the first approach to MEDIA.
 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

Jargon and acronyms are but two of the ways you can be sure
to confuse your audiences, a surefire way to make most crises
worse.
 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

So what if people are scared? Angry? You're a

businessman, not a psychologist -- right?
 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

Helpful hint: you can make the situation worse by refusing to

spend a little time or money quietly surveying your most
important audiences to see what THEY think and if it matches
the perception created by the media.
 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

Disregard the proven concept that perception is as damaging

as reality -- sometimes more so.
 The Biggest Mistakes
in Crisis Communications
A powerful lesson on how NOT to handle a crisis in your business
or organization

So, the next time you have a crisis, you're going to do the same
thing, right? Because "stuff happens" and you can't improve the
situation by attempting to improve communications -- can you?
 What are
Newsworthy Events… ?
Newsworthy Events
 Dangerous Commercial Products
 Incidents of Public Outrage & Civil Disturbance
 Criminal Investigations or trials with significant legal or
social impact
 Events that yield unexpected, shocking, bizarre, exotic
details/images
 Human interest stories
 Stories with celebrity involvement
 Stories deemed to be of public interest by news editors
Crises Menu Checklist :
•Government investigation
•Controversial law suit
•Accusation of discrimination based on race, sexual preference or gender
•Product recall
•Serious injury to someone within or outside of the organization
•Protest
•Strike
•Physical violence between co-workers
•Theft by an outsider (ideas or physical assets)
•Hostile takeover
•Outbreak of food poisoning caused by your company (maybe even at your
company picnic – this just happened this week in our area and the Country Club
where it occurred is getting hurt in the media)
•Death of top executive
•CEO gets arrested for drunk driving
•Natural disaster
•Plane crash
•Books were cooked
•Congressional hearings make something that was legal illegal, and your
company is used as an example
•Major interruptions in service
•One of your employees is accused of a high profile crime
•Sexual harassment case
•Fire
•Explosion
•Rape on your premises
•Dramatic downsizing causing significant job loss in a geographic region
•Chemical spill
•Radiation leak
•A major competitor has a huge crisis, throwing attention on your company
•Caught in a lie
•False advertising accusation
•Oil spill
•Closing of a facility
•Production sourcing internationally or at a non-union facility
•Union grievance
•And, of course, alien abduction of your entire management team (it has
occasionally occurred to me that this might be a good thing…)
 
Understanding the Media

News Media
serve as a
CRITICAL INFRASTRUCTURE
TO REPORT THE FACTS OF A
CRISIS & COMMUNICATE VITAL
INFO to responders, stakeholders &
the PUBLIC
NAKU PO, MAY MEDIA!!!

Despite the fact that media people are just

like you and me, even just the thought of
facing MEDIA or dealing with MEDIA
can be intimidating.
Lack of Preparation in dealing with Media can lead
to a perception that media are:

 Intimidating
 Aggressive

 Demanding
WE’RE SCARED OF MEDIA
BECAUSE…
 Baka mali ang masabi natin…

 Baka ma mental block tayo habang nagsasalita…

 Baka may itanong sa atin na hindi natin alam ang sagot…

 Baka Inglisin tayo ng malalim…

 Nakakahiya kung magkalat tayo on national TV!!!

MORE REASONS TO BE SCARED OF
MEDIA…
 Baka ma-misquote ako ng reporter, lagot ako sa Boss
ko…

 Minsan ineedit yung interview, kaya baka ma-out of

context ang sasabihin ko…

 Nagtatanong ng leading questions ang media kaya

napipilitan ka tuloy sumagot ayon sa gusto nila…
“MABABAW” REASONS FOR BEING
SCARED OF MEDIA

 Hindi ako naka-ayos!

 Baka magmukha akong mataba sa TV!

 Hindi ako telegenic, e.

 Atbp…..
YOU HAVE NOTHING TO FEAR
WITH MEDIA IF…
 You have all the right information that you need to share.
 You have been adequately briefed by your department or
your superiors about what to say and how to say it.
 You prepared beforehand for possible questions that they
might ask, and you are ready with your answers.
 Who Are the “Media”
 Gatekeepers of information for the community
 Includes newspapers, TV, radio, special interest and
homeowner newsletters, and Internet sites
 There is severe competition within each discipline.
“Exclusive”.
 Media has two things in common:
 They exist to report what they define as “news”
 They all work toward a deadline
 Media Organizations
Radio
-24/7 news, talk shows (live/taped)
-sound bites (2 way radio, cellphone, onsite,
studio)
-lead time: immediate, hours, days or weeks

Television
-24/7 news,talk shows (live/taped)
-Video footage, site access, sound bites, pictures
-Lead time: immediate, hours, days or weeks
 Media Organizations
Print Media (tabloids, broadsheets, trade mags)
-daily, weekly
-quotes, facts,leads, interviews, photos, graphics
-lead time: immediate, hours, days, weeks/months for feature stories

On-Line Media
-electronic web-conference, chats, bulletin boards
-quotes, facts, leads,photos,graphics,video
-lead time: immediate,days,weeks
 Reporting Phases
 Initial

 Media rush to the scene to catch up the story &

report the basic facts:
 Who, What, When & Where. The WHY usually
comes later
 Stories do not require investigative
reporting,creative input
 “Flash Reports / Breaking News”
Reporting Phases

 Continuing

 Awaiting for new developments, rescue operations

 Follow-up reports – Search & Rescue /Search & Recovery
Opns
Reporting Phases
 Diminishing

 Story ideas come from the reporters / producers on the

ground
 “Profile of victims,survivors,rescue workers
 “Human Interest” Stories
Reporting Phases

 Diminishing/Resolution

 Follow-up on stories usually take an analytical perspective

 Why did this happen?

 What does it mean?

 Who is to blame?

 What could have been done differently?

 What preventive measures should be undertaken?

Reporting Phases
 Recognition

 Stories cover expected anniversaries & or commemorative

events
 Stories focused on the background of the incident, recovery
 Improvements
Influences on Media Coverage

Current News Environment

Reporter/Editor/Producer Experience

Target Market / Audience

Ownership / Political Affiliation

Responding to the Media

 What to expect from the media:

 Expect them to want to talk to you
 Expect to be quoted
 Expect crisis situations to be noisy and confusing
 Expect the media to want access to the site
 Expect the media to want background information on the
company
Responding to the Media
 Questions most often asked by the media:

 Who are you and why are you speaking for the organization?
 What exactly happened and when?
 Is anyone hurt?
 Is there any danger right now to employees or the public?
 What steps are you taking to control the situation?
 How long will it take?
 When will you know more?
Crisis Communications Planning

•Creating a Crisis Communications Team (CCT)

•Roles & responsibilities of the CCT
•Media Policy for employees
•Developing Key Messages / Risks Communications
•Engaging Key Stakeholders
•Crisis Communications training exercises
•Crisis Center / Media Center
•Fostering relationships with media
Crisis Communications Team Leader

•Acts the spokesman (PIO, PAO, PR Manager)

•Sets Media ground rules
•Information verification /feedback
•Understands how media operate including their access &
technology needs
•Knows how to build relationships with reporters, editors &
producers
•Quick on follow-up & queries
•Well groomed professional appearance
•Multi-tasker
Employee Media Policy Statement
MEMORANDUM
TO: All Employees
FROM: COO
RE: Media Policy
In the event we confront an emergency, (the CCT Leader) will manage our Crisis
Communications Team, including (list of CCT members). Using the attached
procedures they have created, we will preparations in place to provide timely
information as a part of our larger crisis management process.
At all times, employees & management should refer reporters to the CCT for any
information they may need. This will ensure that our organization communicates
clearly while avoiding potentially inaccurate or conflicting reports. Employees
should only participate in media interviews with authorization from the CCT
Leader.
If reporters approach you directly, your response should be: “Thank you for your
interest on our organization but our policy is to have our (PIO) respond to all
media inquiries. Please leave your name & number & I’ll have someone return your
call or you may contact our PIO Office directly at (contact numbers)
Crisis Center
Equip Crisis Center with the following:
* Telephones (landline/ mobile)
* Contact lists
* Computers (web access / email)
* Printer, Fax
* TV sets (cable hook-up)
* Radio (AM)
* whiteboard
* Office supplies
 SEVEN STEP COMMUNICATIONS
RESPONSE PLAN

1. Activate the Crisis Communications Team (CCT)

2. Gather & verify the information
3. Assess the gravity of the crisis
4. Identify key stakeholders
5. Implement a communications strategy
6. Develop external materials
7. Inform partners, stakeholders & media
Gathering & Verifying Information

•Dispatch information gathering liasons

•Media monitoring
•Basic Assessment Questions:
•Initial Info (5Ws 1 H)
•Response activities
•Public safety & health concerns
•Facility impact
•Media interest
Assessing the Gravity of the Crisis

•Update information-gathering liasons

•Situation reports (SITREPs )
•Update chronologies of the crisis & response event issued
at the Command Post
•Verify & double check all all facts (sensitive cases)
Communications Strategies / Messages
Approach Parameters:
•Display concern & dedication to resolve the crisis
•Notify families first
•Establish order & credibility
•Be the first source of information
•Admit “I don’t know”
•Maintain equal media access
•Issue key messages
•Communicate technical details clearly
Approach Parameters

•Never speculate
•Do not discuss undetermined issues
•Do not provide proprietary or sensitive information
Developing Key Messages

 An organization must develop 1st a set of key messages- no more than

three or four points.

POSITION Key Message

INSTRUCTIONAL Key Message

Position Key Message
 Used to calm the public
 Spoken in 10-12 second increments
 Highlights rescue mission & it’s dedication in resolving the crisis using
theme words:

 Condolences, Care, Concern, Reassurance, Response

time, Training, Cooperation, Preparedness, Expertise,
Security,Customer-Oriented, Safety, Heroism,
Dedication, Enforcement, Compliance
 BRIDGING
Bridge or connect the response to a position key message.
Bridging can also involve transition phrases such as :

More importantly…..
The real issue is…..
The fact of the matter is….
What is interesting ……
Instructional Key Message

 Designed to direct the public’s response to immediate

public safety concerns:

 Evacuations: Weather Disturbance, Fire, Chemical Spills

 Infectious Diseases / Medical Advisories
 Terrorist Alerts
 Recall on products/drugs
 Other large scale emergencies
Psychological Aspects of Crisis
Psychological Aspects of Crisis

•Media’s tone, repetition of message & choice of imagery may also

increase negative emotional responses from the involved parties & the
general public.
•Capture images regarding rescue & recovery efforts/successes
•Positive milestone events
•“Honeymoon Period” – (resilience,coping, altruism.self-worth)
•Information to victims & families before releasing names of victims
•Consider provisions to families of the victims
•Post-traumatic Stress Disorder (PTSD)
•Critical Incident Stress Debriefing (CISD)
Working with Media

“ How an organization handles the 1st 24 hours of a

crisis situation will establish it’s reputation for the
entire response & recovery operation. Therefore
assume a worst case scenario when developing a
response strategy”
Working with Media

•Maintaining media logs & monitoring coverage

•Media access / Ground rules
•Issuing a press release
•Conducting interviews (live, phone-patch, on-air)
•Setting up a press conference
•Understanding interview formats
Working with Media

•Explain ground rules to members of media

•Only allow media members with press badges to enter the media staging
area
•For responders to conduct their operations
•Ensure privacy of victims
•Ensure the safety of the reporters & the crew
•Establishing regular schedule for updates
•Respond to request for tours
•Consider creating a media pool
•If the site is unsafe, train one of the responders in videography
WAYS TO GET MEDIA
ATTENTION

 The Press Release

 The Media Advisory

 The Press Conference

Press Releases
Purpose:
* Confirm the initial facts of the situation
* Establish the organization as the
authoritative source of accurate information
* Demonstrate actions taken to resolve the crisis
* Convey initial key messages
Press Conferences
Reserve presscon for important announcements
•Senior Management / Official should act as main spokesperson
•Indoor presscon venues & equipment

•Procedures:
•Do not set-up mic unless ready to go live
•Mention ground rules such as whether or not questions will be taken
•Managing a question & answer period
Interview Guidelines

Types of Interviews: In-depth, less formal, very informal,

taped, taped as live, live, panel, press conference, group
interview

“Off the Record” – As a rule, consider everything to be

on the record

“On Background”
Telephone Interview Tips

Confirm whether the interview is live, taped as live or taped

•Go to a quiet room to avoid distractions
•Confirm who is on the other end of the line
•Keep key messages near for quick reference. Repeat them often.
•Ask when & where the information will be used.
•Spell out difficult names, technical terms & phrases
•Ask for reporters for feedbacks
•Obtain reporter’s contact number for reference.
Live Radio Interview Tips

•Speak in normal tones

•Avoid filler words such as “uh, um” & “you know”
•Use notes on a hand-sized note cards
•Answer questions in 10-12 seconds using key messages when appropriate
•Do not offer lengthy technical explanations
•Know that reporters may ask the same question multiple times in an
attempt to elicit a different answer or to obtain an answer to the question
with fewer words.
•Assume microphone is always LIVE
Television Interview Tips

•Confirm whether the interview is live, taped as live, live

•Answer each question in 10-12 seconds. Use key messages
•Speak slowly & deliberately
•Drive out montone
•Do not make broad unnatural gestures or move around in your chair.
•Ask for a chair that does not swivel
•Maintain eye contact with reporter unless directed otherwise.
•Sit comfortably upright.
Spokesperson Guidelines
•Share only confirmed information, never speculate
•Express honesty, empathy, concern, dedication & capability in 10-12 second sound bites
•Use facts & figures to reinforce message. Cite outside experts & reports
•Do not use “No Comment” as the public views it as admission of guilt.
•Direct public to take specific action, if necessary
•Stay positive but realistic: recovery begins with the confidence displayed from the onset
of the crisis
•Only speak about your organization
•Do not repeat negative words from questions
•Personify the mission of your organization
•Communicate technical details clearly
•Follow-up with reporter to maintain relationship
Fostering Relationships with Media

 Maintain a media contact list

 Follow-up on coverage response
 Visit on Media Organization
 Invite media during new projects / product launch
 Invite media to training exercises & drills
 Distribute media guide
 Quick access to spokesman/PIO
 “ The Media Won’t Go Away”

“ No Media – No Crisis”

“If you think Preparation is Costly, Try Chaos”

“The Public, Not the
Reporter, is the Real
Audience….”