Crisis Communication - Part 2

Crisis Communication - Part 2

Building on our previous edition, we jump straight into the final two tips in our six-step crisis communications theory. Be sure to read our last edition here: LLPR Weekly - Crisis Communication - Part 1. Read on for some bonus public speaking tips when in a crisis and for every day.

Crisis Communication - Step 5

No one likes a prolonged crisis but it's easier to handle when you automate repetitive processes. A standing venue for press updates - a war room per se - needs to be well-managed, charged with the energy of efficiency, effectiveness and responsiveness, and a little camaraderie. This should be less about seniority and more about practicality and necessity. Keeping internal and external publics up-to-date can be an onerous task and should be delegated effectively to keep your crisis communication unit a well-oiled machine.

Crisis Communication - Step 6

To round out this series on crisis communication, we look at the way forward. It may seem unlikely but every dark night must come to an end and you must be prepared to move forward deliberately. Pause and commend your team for their contribution to the accomplishment of closure for all involved and engage them on the way forward.

This is best approached as an interdisciplinary effort. Whether the core solution is an engineering one, requires customer service improvements or simply better communication efforts with your stakeholders, it is more sustainable when accountability and support are diffused throughout the organization. Make it a point to ensure that all partners own their share of the solution, thereby reducing the potential for repetition of the original issue that sparked the crisis.

Written reports are par for the course but behaviour change will require system changes and leadership commitment. This requires leaders to reflect on what thorough changes would lead to true organizational learning. A learning organization is likely to be a resilient organization.

Holding the Perfect Press Conference

Media conferences are increasingly popular in this digital media age as businesses invest in their own equipment, hire the relevant personnel and leverage the highly-subscribed social media channels that abound. If you are having regular press updates from your war room during a prolonged crisis, these tips can help to make this long-haul effort more bearable. They are all predicated on the assembly of a solid, capable team with relevant assignments toward creating a tight-knit, effective unit.

Steps to the Perfect (or Near-perfect) Media Conference in a Crisis

1. Plan your press briefing thoroughly and ensure all participants are aware of the details.

Agree early on the date and time and aim to be punctual. Ensure the location you select is neutral with branding (on-site or on-screen) well-determined. Speakers should join the Zoom, Google Meet or other meeting room at least 15 minutes before to check their audio, video and bandwidth, as well as to ensure their backgrounds are appropriate. Moderators should practice pronouncing difficult names, and have clarity on acronyms and other technical terminology before they begin.

2. Get the facts straight.

Bring all key heads of the department and key partners into the room before hand to discuss and agree upon the key talking points well in advance of going live. Ensure your facts are accurate by double- and triple-checking them. If there is any doubt, leave them out until you are sure. Your PR officer should have a list of FAQs culled from regular environmental scans (call-in programmes, websites, news houses, vox pops, etc.) that you can preemptively answer in your prepared remarks.

3. Prepare for the hard-ball questions

The media are not your friends. Their job is to ask the hard, most uncomfortable questions. Always dedicate at least 15 minutes to addressing those questions or topics you would rather avoid. This is critical so that you have planned responses for these questions if and when they do come up. It also ensures that all speakers at the news briefing are 'singing from the same hymn sheet', especially on contentious matters.

4. Admit when you don't know and never lie.

No one knows everything. If you genuinely are unable to answer a media question, admit this and commit to providing the information at a later date where possible. Never be smug, never lie and never be dismissive.

5. Track the media coverage

It is possible for the media to commit errors. Your job is to ensure that they receive clarity and print retractions or corrections in a timely manner. It is key that you monitor feedback, even the comments under your news coverage, to see if you need to issue any retractions yourself.

6. Plan to issue a press release immediately after each news conference

While a press conference gives the media great fodder for their publications, a well-written press release, along with a photo, audio or video file that captures your spokesperson(s) key quotes are always welcomed by the media. It is possible, also, that your spokespersons will get it wrong during the live briefing and this is an opportunity to issue correct or simply new information. Credible press houses will make their edits or augmentations as they see fit, often speaking to other stakeholders and experts to bring balance to the discussion.

7. Remain accessible to the press

Even though you have held a press conference, you need to stay responsive to the media should they have follow-up questions. Be sure to respond in a timely manner as this is the hallmark of a reciprocal relationship and the true meaning of true public relations.

BONUS POINT: Be empathetic! Crises affect people and it is critical that you pause to acknowledge their feelings and demonstrate your own emotional intelligence.

The Bad News Eradicator

In speaking to the public during a crisis, the urge to use negative language will be strong. These words, such as 'can't', 'won't', 'don't', 'shouldn't' and 'no', often make your message less reassuring at a time when you need to build confidence and establish calm.

Here are some examples to get you practising the removal of these words from your vocabulary entirely:

1. I don't know vs. here's what I know...
2. I can't comment vs. what I can tell you is...
3. I don't like that idea vs. let's try this...
4. Not that again vs. let's move on...
5. That's not true vs. here's what is true

Be more conscious of your use of negative language and challenge yourself daily to replace these unproductive words with words that empower, enlighten and edify.

Source: Jim Lukaszewski, E911 Blog