You're facing a sudden PR crisis. How can you weave storytelling into your communication plan?

Gestionando muchas crisis en más de 20 a?os, una cosa que hemos aprendido es que la definición inicial del da?o y sus causas es clave. Muchas personas se fijan primero en el efecto público y poco en las causas técnicas del problema que causó la llamada "crisis de comunicación". En la medida que lo basal no se solucione, la estrategia comunicacional no será exitosa.

Información y datos duros antes de reaccionar. En medio de una crisis puede existir desinformación y el buscar información inicial de causa y alcance lo más certero posible es fundamental.

First, humanize your brand: share personal stories from those affected.2/ Be transparent: explain the event timeline and corrective actions. 3/ Engage your community: invite active participation and feedback. And lastly, highlight resilience: share stories of overcoming challenges and a positive future vision.

When facing a PR crisis, storytelling is a powerful tool for effective management. Start by clearly defining the issue and analysing its impact on internal and external stakeholders. Acknowledge the problem honestly to build trust. Humanise the crisis with personal stories and demonstrate leadership's accountability. Provide context to avoid defensiveness. Share real-life impact stories and behind-the-scenes updates through various channels like social media, press releases, and your website. Ensure consistent internal communications. Get the facts, double check. Engage with the media via press conferences and exclusive interviews. Monitor public sentiment and adapt your strategy based on feedback.

In a PR crisis, intrestingly, storytelling can transform the narrative from a negative to a positive. It’s vital to start by acknowledging the issue with transparency, then share a compelling story of how your organization is actively addressing the problem and learning from it. Don’t forget to highlight the steps being taken to prevent future occurrences and demonstrate the commitment to making things right. By focusing on a story of resilience and improvement, you can definitely rebuild trust and reshape public perception.

This is where your advocacy network can help tremendously and why stakeholder engagement is key at all times. During a crisis, the more that customers, partners, investors, employees can speak up on your behalf sharing positive sentiment, the better you will fare. Effective reputation management isn’t something that can be activated when a crisis arises, it’s something that should be a ongoing effort to engage and strengthen relationships so that when an incident occurs, you have ambassadors who are willing to share your narrative and speak up on your behalf.

Be mindful of the language you choose. Although your message may be dictated by the details of the crisis, your language doesn't have to be. Choose words that are authentic and direct, avoiding spin and loaded phrases. Stay true to the voice and tone of your brand, but don't overuse marketing speak.

Due to the varying range and nature of the PR crisis which can range from new challenges faced from your competitors or the industry in general or a strong negative review of your business, a mismatch or misalignment with your marketing communication, an executive scandal etc. The story that can mitigate the impact of such a PR crisis cannot be a generic or run off the mill nature but must be of such pungency or strength that will not only counteract the negative impact of the crisis but also strong enough to reach out and connect to the various stakeholders that are genuinely interested or affected by the case

é preciso selecionar cuidadosamente os elementos da história que melhor comunicam a mensagem da organiza??o, ao mesmo tempo em que respondem às preocupa??es levantadas pela crise. Uma narrativa bem construída pode transformar a percep??o do público, apresentando a situa??o sob uma nova luz e destacando as a??es positivas que est?o sendo tomadas. Ao articular a história de forma clara e envolvente, é possível reconectar-se com o público, reconstruir a confian?a e demonstrar comprometimento com a resolu??o da crise.

Craft Narrative can be your strategic ally. By weaving storytelling into your communication plan, we transform your response from reactive to proactive. Crafting a compelling narrative humanizes your brand, making it relatable and trustworthy. We'll highlight your values, showcase real-life examples of resilience, and use authentic dialogue to address concerns transparently. Emojis add a touch of empathy, while targeted hashtags amplify your message's reach. With Craft Narrative, you not only manage the crisis but also strengthen your brand's connection with your audience.

"Kommunizieren sie listig, aber nicht hinterlistig" schrieb Klaus Merten. Es ist wichtig das journalistische Interesse wahrhaftig zu bedienen, ohne sich komplett zu offenbaren. Dadurch kann man selbst die Deutungshoheit über die Krise erhalten bzw. erlangen. Die Deutungshoheit über die Krise zu erlangen kann auch bedeuten, die Deutungshoheit über m?gliche L?sungen der Krise zu haben. Das kann Spekulationen unterbinden, was letztendlich auch die Berichterstattung zur Krise im eigenen sinne eind?mmen bzw. in Bahnen lenken kann.

Transparency is a must. Owning the narrative is crucial. One time at work, we faced a major hiccup, and what saved us was our storytelling approach. Be transparent. Admit the mistake upfront. People appreciate honesty. Then, craft a compelling narrative around it. Share the journey of how you're fixing things. Highlight the team’s efforts, the late nights, the dedication. Humanize the story. Put faces to the names. Show the people behind the scenes. This not only builds trust but also engages your audience on a personal level. Keep it real, relatable, and reassuring. Make your audience feel like they're part of the solution, not just bystanders. This approach can turn a crisis into an opp to showcase your brand's resilience & authenticity.

Tell the truth. Your version of the truth, but the truth nonetheless. In case this sounds dicey, take responsibility for your actions too. That mitigates the diciness to an acceptable level.

Share without oversharing. In crisis situations, simple and straightforward is best. You don't have to give every single detail at one time. Consider setting up a webpage where you can provide ongoing updates.

Transparency is your key ally. Openly acknowledge the issue, sharing what happened and why. This honesty builds trust. Share a real-life story to humanise your response—perhaps an employee's dedicated efforts to rectify the situation, highlighting your commitment to improvement. Use dialogue to convey sincerity, "We hear you, and we're acting." Emojis can soften the message, making it relatable.

Histórias que evocam emo??es tendem a ser mais memoráveis e podem gerar uma resposta mais profunda. Ao compartilhar histórias que refletem empatia, responsabilidade e compromisso com a mudan?a, a organiza??o pode criar uma conex?o emocional com seu público. Isso n?o apenas humaniza a organiza??o, mas também facilita um diálogo aberto, permitindo que as pessoas se sintam parte da história e da solu??o. Ao envolver emo??es de forma genuína, a narrativa pode ajudar a suavizar as percep??es negativas e mobilizar o apoio público durante e após a crise.

Engage Emotion to turn the tide. Start by acknowledging the issue with empathy, showing genuine concern for those affected. Share a real-life story illustrating your values and commitment to resolution. Highlight a team member's dedication, showcasing human effort and integrity behind the scenes. Use dialogue to make your message relatable, and add emojis to humanise your tone. Incorporate hashtags for visibility, like Crisis Management and Real Stories. Through authentic storytelling, you transform a crisis into an opportunity to reinforce your brand's integrity and resilience.

Wie k?nnen wir Storytelling effektiv in unseren Kommunikationsplan einbinden, um Emotionen anzusprechen und Vertrauen wiederherzustellen? 1. Authentizit?t und Transparenz: Erz?hlen Sie eine authentische Geschichte, die zeigt, dass Sie die Situation ernst nehmen und welche Ma?nahmen Sie ergreifen. 2. Menschliche Geschichten: Schaffen Sie Empathie durch Geschichten von Betroffenen. 3. Verantwortung und L?sungen: Zeigen Sie, wie Ihr Unternehmen Verantwortung übernimmt und L?sungen anbietet. 4. Positive Wendungen: Vermitteln Sie Hoffnung und positive Ver?nderungen. 5. Dialog f?rdern: H?ren Sie zu und f?rdern Sie den Dialog mit Stakeholdern. #Storytelling #Kommunikation #Transparenz #Authentizit?t #Krisenmanagement #EmotionenAnsprechen

Continuously updating the team at regular intervals will be crucial during a crisis. Ensuring that the messages are clear and specifically address the situation will be important. Additionally, it is essential to avoid believing in rumors or false information. Providing authentic and credible information is key during a crisis.

Kontinuierliche Aktualisierung im Krisen-Storytelling In einer dynamischen Krise reicht eine einzige Erz?hlung nicht aus. Ihre Geschichte muss sich weiterentwickeln, wenn sich die Situation ?ndert. Regelm??ige Updates sind unerl?sslich, um die neuesten Entwicklungen zu liefern und zu zeigen, dass Sie die Krise aktiv managen. Diese fortlaufende Erz?hlung gibt Stakeholdern und der ?ffentlichkeit die Gewissheit, dass Sie die Kontrolle haben und sich für die L?sung des Problems einsetzen. Es h?lt auch die Kommunikationswege offen und f?rdert den Dialog und das Feedback. Durch kontinuierliche Aktualisierung zeigen Sie Engagement und bauen Vertrauen auf. #Krisenkommunikation #Storytelling #Updates #Transparenz #Vertrauen #Dialog

Continuous updates can be your lifeline. By keeping stakeholders informed with real-time information, you can control the narrative, dispel rumours, and build trust. Weave storytelling into your communication plan by sharing the journey of your response. Highlight your team’s dedication, the steps you’re taking to address the issue, and the lessons learned. Use real-life examples to illustrate your commitment to transparency and improvement. This approach not only humanises your brand but also reassures your audience that you’re proactive and accountable.

Toute organisation doit planifier sa communication int. et ext. en cas de crise. Il y a 100 % de chances d’en vivre une dans les mois ou les années à venir; la direction principale prendra la communication de l’entreprise pour atteindre ses objectifs conforme le Plan de Communication de crise – un incendie se déclare dans les locaux, le système informatique est compromis cela peut entra?ner une perte de données, interruption de services et une atteinte à la réputation, un employé envoie accidentellement un message erroné à tous les employés, créant de la confusion de l’inquiétude, un accident sur le lieu de travail, qu’il s’agisse d’une blessure grave ou d’un incident environnemental, une concurrence féroce peut entra?ner des licenciements.

Constant real-time assessment is necessary in crisis situations. And this is where you will need assistance from others on your team. In addition to social listening, it's important to also monitor emails coming in, phone calls and feedback from all of your important audiences. The fastest way to evaluate impact is, of course, the use of social media. If your message has not been satisfactory, you will hear immediately. However, it's important not to overreact to social responses - although this is an important communications vehicle, it does not represent all views. If responses vary greatly from different audiences and platforms, you may want to assess your messaging, timing, etc.

Keep inspecting to find out how your message and tone were received. Each crisis is different so there’s always room to learn and grow.

Often when facing a ‘crisis’ there can be a lot that feels ‘out of control’ and a new story is being written without permission. By evaluating, and re-evaluating, the potential impact, you best position yourself to respond in the most effective way that minimises negative impact, builds trust and navigates the crisis period.

Choose the right spokespeople. It's important to understand how your spokespeople and SMEs are received by audiences and stakeholders. For example, a regional leader may be a better choice for a crisis involving one specific location because they have a presence in the community. On the other hand, a product-related issue could be best handled by the CEO and an engineering lead. Even in written format, audiences perceive individuals differently, so make sure you make a thoughtful choice.

Remember, everyone at a company/organization is another potential storyteller - which makes internal comms a key component of external comms. The two must be in alignment - any dissonance between the two will likely be seen by a reporter or other interested party as a gap that can be exploited as a competitive disadvantage. Make sure everyone is on the same page, using the same narrative. Share the narrative that’s been developed, train others to repeat and reinforce that narrative, practice with them, refine that message, and weave it into all internal comms in order to support overall external comms. When it comes to narrative, make sure everyone is on the same page - repeat, repeat, repeat.

What the media and the public want to hear from the CEO or spokesperson: We take the matter seriously, we care about it. Backed up with storytelling: ‘I went to the site an hour ago to get an idea of the situation. I saw...’ or “I was at the screens with the programmers who will solve the problem...” or ’I visited those affected. It was very emotional. One mum told me...’ So: really care, inform, talk to those affected. The former CEO of British Airways, Willie Walsh, did this very well during the baggage mishap at Heathrow in 2208. He spoke to passengers and then made an emotional apology. Of course, that doesn't work for every crisis. But backing up your own involvement with storytelling creates what is most important: credibility!

Fundamental tener armado un comité de crisis donde este involucrado el comité ejecutivo de la organización y un manual de manejo de crisis que contemple un mapa de riesgos reputacionales detallado y como mitigar esos impactos. Armar un Q&A y bajarlo a los posibles voceros para blindar la comunicación y que todos tengan la misma versión. Tener preparada comunicación con cada grupo de interés y un plan de contingencia con los medios. Actuar con rapidez, generar acuerdos internos y mantener a todo el equipo al tanto de los avances de la situación. No perder ni la calma ni el foco.