What are the best practices for engaging with the media during a crisis?

So after asking hundreds if not thousands of questions at press conferences during my career in news, I would say assume reporters already know your objectives before you start speaking. They are looking for new information they couldn't obtain, verification of information they need attribution for and to get a quote or soundbite from you for their story. With that said, don't think you're going to convince the media of anything or persuade them - it will come across as insincere. Just give the info you can, explain why you can't answer certain questions and speak with conviction when asked about your feelings or analysis of the known facts.

Before engaging with the media after a crisis, you have to: 1. Be precise and consistent in your story of what led to the crisis. 2. Include steps you're taking to mitigate the damage of the crisis to your business. 3. Rebuild trust through a swift communication strategy to address lingering or new crisis.

Engaging with the media during a crisis requires careful planning, clear communication, and a proactive approach. Here are the best practices to follow 1. Prepare a Crisis Communication Plan Anticipate Scenarios Designate Spokespersons 2. Respond Quickly and Proactively Immediate Acknowledgment Proactive Communication 3. Provide Accurate and Consistent Information Stick to the Facts Update Regularly 4. Craft Clear and Concise Key Messages 5. Show Empathy and Responsibility 6. Be Transparent and Honest 7. Control the Narrative 8. Monitor Media Coverage 9. Maintain Composure Under Pressure 10. Prepare for Tough Questions 11. Engage Stakeholders Directly 12. Debrief and Learn Post-Crisis 13. Utilize Social Media Responsibly

Each media platform has different needs, but all are looking for timely information they can share with their audience. Most also want visual aids such as props, video or pics that they may not have access to. Depending on the story or situation, can you provide them with an interview from a person who is directly working with those affected by the crisis or is affected by the crisis? If there is no new information can you provide them with info on the teams that are working the scene, their training, the tools you're using, etc. to keep the flow of information going? Always have at least one new nugget of info or update you can share.

Estos pasos: Plan de comunicación de crisis preparado con antelación. Este plan debe incluir un equipo designado para responder a la crisis, así como un conjunto de mensajes claros y concisos que se comunicarán a los medios. Transparencia: Es fundamental ser transparente con los medios sobre la situación. Esto significa proporcionar información precisa y actualizada tan pronto como sea posible. Responsabilidad: Es importante asumir la responsabilidad de la crisis y comprometerse a resolverla. Comprensión: Es importante comprender las necesidades y preocupaciones de los medios. Esto ayudará a garantizar que las comunicaciones sean efectivas. Más prevención, menos reacción. La comunicación no compensa mal servicio.

So true! A “no comment” or missing a journalist deadline is the worst possible mistake. Speak up. Speak plainly. Speak truth. It shouldn’t be that hard, however I’ve learned in my career that it often takes bravery to do those things. You should not be afraid of fronting the media particularly in Australia if you’ve got something to say that is good. Even if it’s for a crisis or a Pr mishap, which happens a lot, those rules still apply. Don’t duck, run and weave. Most journalists aren’t “out to get you”. They want facts and to share with the public. Help them. If you need to keep things silent for a reason, such as a legal decision pending, or for public safety, say so. But don’t run and hide, or hide behind words, because it will backfire!

One fundamental good practice during a crisis mode is to have a CLEAR MIND & BE IN CONTROL. The recipe to a disaster would be chaos & haphazardness. That said, #1 - TIME IS OF THE ESSENCE. You must take superior charge of your time management & ANTICIPATE every potential & possible question. You must be SUPER PREPARED to field questions from the media, come what may. #2 - ADDRESS EVERY "NOISE" OUT THERE. Don't let it linger far longer than is necessary lest you lose control of the situation. Correct any negativity ASAP out there with facts & figures well substantiated & validated. #3 - BRACE YOURSELF WITH CONFIDENCE. Be in charge & stay that way all the time. This is the time to let your leadership & professionalism shine.

Have a strategy. In a crisis things change and things happen fast. If you are simply reactive you'll end up unravelling. You need a position, a goal, and a core message underpinning everything you do. To see what can happen when you're in reactive mode look at the BP senior executive who whined "I want my life back" during the Deepwater Horizon Oil Spill and undid any positive work his team had done. Everyone affected by the spill wanted their lives back too but unlike him they couldn't simply jump on a private jet to get theirs back. They and the world's press didn't let him or BP forget that.

The first thing we're taught in Crisis Management 101 is to tell it all and tell it fast! Telling it all, of course, is subjective. You don't go out there until you know the facts of the matter. But you must respond as quickly as possible so you can take control of the narrative before others shape it for you. Alert the media immediately of the plans you have in place to address the tragedy. Give your condolences as necessary to those who have been hurt by the events. And reiterate you are working hard to get to the bottom of things. Then stay in constant communication with the press, however counterintuitive it is. The more seemingly open you are as you're investigating the situation, the better you can control the narrative.

Silence in a crisis is an invitation for speculation. Act swiftly to share accurate, relevant information and establish your voice early. Regular updates demonstrate control and transparency, helping to build trust. Monitor media coverage closely to address misinformation or gaps before they escalate. Timely communication isn’t just about speed—it’s about staying ahead of the story.

Typically, the spokesperson in crisis should be the CEO or executive director. However, if the top leader is not the best person or is unavailable, then the communications director is the next best option.

In general, in a corporate crisis the spokesperson should be the head of agency/organisation, however if your organisation is broken into regions, and the crisis has geographic relevance, having a secondary spokesperson who is more known to, and trusted by the local/regional community can be extremely important. Either way, whoever speaks needs to be confident, knowledgeable and if they are not the head of agency/organisation they need to know they are empowered to speak on behalf of the agency/organisation.

A credible and well-informed spokesperson is vital for crisis communication. This role transcends mere information delivery. The role embodies the organization's commitment to transparency and integrity. Selecting and training the spokesperson well before any issues arise is critical, to ensure they are fully equipped to handle this responsibility with confidence. A skilled spokesperson contributes to maintaining public trust and can minimize the impact of a crisis. By being prepared to address questions confidently and react with assurance, they can help the organization navigate through tumultuous times. For a crisis management plan, early selection and preparation of the spokesperson is essential.

Some of the best advice achieving the best results in media interviews I have given when coaching spokespeople : -pretend you’re speaking with someone you care about , like your mother or a girlfriend for example -pretend they don’t know much about the issue and you need to use words they get -don’t hold back and speak from the heart -show emotion appropriately (don’t hide emotion, also don’t fake it). Be totally genuine. -stick to the holding lines on a sticky topic if asked difficult questions. Answer with the phrase “that’s a good question….” And state your point. -embrace the fact that it will be cut very short and the media will only use a teensy snippet of what you actually say

Picking the right spokesperson is key in a crisis. Look for someone credible, confident, and empathetic. They should communicate clearly, handle tough questions, and stay aligned with your messages. Make sure they're trained and supported to represent your organisation effectively.

Again this feels like an AI article. It’s stating the obvious. However I think it needs to reinforce here that no matter what the medium, you must always try to use plain language. Save technical language for a tech journal article. Don’t use it anywhere else because no one but yourself and the tech expert will get it.

Whether it's a press release, interview, podcast, or social media post, adjust your style and language accordingly. Matching the tone and style enhances the effectiveness of your message across different media platforms.

In my experience, if you do not know something a reporter or a media representative is asking, then simply tell them that you do not know and will get back to them.

Absolutely true and common sense. Keeping answers very short is also ok when dealing with a sensitive topic. Sometimes media may not like that, in which case you should help them as much as possible by pointing them to alternative sources and useful helpful info and stakeholder. Even if you can’t provide more info, you can still help the journalist!

La clave pasa por la transparencia. El relacionamiento previo con los medios Tier 1 y locales permite el "off the record", y generar una corriente de confianza que permite ir ampliando la información oficial a medida que se va obteniendo y confirmando.

As a seasoned communicator, always be over prepared when facing the media. Try out these practices to ensure honesty & consistency: 1. Always be ETHICALLY RESPONSIBLE in providing responses. Never finger point & play the blame game. 2. When apologising for mistakes, be SINCERE in responding. Our body language, facial expressions and demeanor will give us away if we AREN'T. 3. Always provide WHAT'S NEXT info. Even if actions are WIP, say it with courage and conviction. The media always want to know who's going to do what & when. 4. When asked if we have any comments, DON'T just say "No comments". Gives a "negative" impression that we're reluctant to share something which we know but don't want to share with the media.

A crisis can come in many forms, but in most cases it means something not so good has happened. When faced with a situation where your agency/organisation has done something wrong, it is important to address the issue head on - acknowledge something has gone wrong, that it is being looked into or fixed, and how you intend to prevent it from happening again. In some cases, there may be legal limitations on what can be said, either due to potential criminal or civil court actions - but even then there is usually a suitable way to address a situation that shows you are being open, honest and transparent with the community or other target audience. How you address a crisis will impact on how the same target audience trusts you in the future.

Relationships are everything with the media and it goes both ways. Having "sources" is both a status symbol and form of job security. Give story ideas where you can that you think might have at least some news value and when situations are tough, have phone conversations with the reporters you respect on the side. "Off the record" talk is still sacred and when used properly helps everyone reach their objectives.

Treat the media like how we treat customers. This means: 1. KNOW YOUR MEDIA (a.k.a. Know your customer [KYC]). Appreciate their objectives and desired outcome from their engagement with us. 2. Ensure EMPATHY all the time regardless of crisis mode or not. Understand WHY they asked certain questions. Make sure we do our homework! 3. Build CREDIBILITY with them by giving straight-forward responses. Avoid going around in circles or dancing around answers when responding. 4. Keep our REPUTATION good & intact. This will attract the media to cover our story/news/updates. They know their time would not be wasted with our quality communication content.

Strong media relationships are your greatest asset during a crisis. Engage with journalists as collaborators, not adversaries. Regularly provide them with updates, answer their questions promptly, and respect their deadlines. Trust is built over time, so invest in these relationships well before a crisis arises—it’s the groundwork that pays off when the stakes are high.

During a crisis, nothing is more important than these 4 areas. (1) CLARITY - there is no room nor option for second guesses or speculation. All communication to the media must be crystal clear & thoroughly validated. Every status must be updated. If they are not ready, then provide expected timeline. Don't attempt to dance around the answers. Give straight answers. (2) SPEED - time is of super essence here to allay any panic or fear. (3) SPOC - only ONE single point of contact as spokesperson. Cannot afford to have too many cooks to spoil the broth. Avoid message distortion & inconsistency. (4) FAIR TREATMENT TO ALL MEDIA - this is not the time to dish out scoops. Be fair & be seen to be fair to avoid inconsistency & misinformation.

Always remember that the media is simply a channel to reach the broader audience, whether that audience be the general public, shareholders, staff, family of staff, or all of the above. You may have published content directly to your audiences via your social media accounts, however many people in the community trust their favourite news channel to bring them 'the real news', or 'the truth'. When answering questions, remember it is your audience you are speaking to, not the reporter/journalist.

While engaging with the media during a crisis has us focused on the external aspects, manging internal communication is equally important. In the digital era, every employee has access to the media and likewise. It is important to relay the communication internally and ensure that the narrative is managed and controlled as being done externally. Employees may want to take to social media to react or respond to the crisis, which requires that they are on the same page. Organizations need to sensitize employees on navigating converstaions to leaders should they be contacted by media.