How to Make Your Crisis Communications an Asset

With everything 2020 has thrown at communities across the U.S. this year, there has never been a better time to check in with your communications team to ensure that your economic development organization (EDO) has a “crisis” plan.      

Examples of crises EDOs can face include:

●       When incentives don’t match project performance 

●       New laws viewed as unfriendly to business

●       Confidentiality breach with an active project

●       Increased COVID-19 cases

●       Police brutality, lootings or violence in your city

For those that do not have a crisis plan in effect, Violet PR collaborated with Colleen Schwab of the Greater Phoenix Economic Council (GPEC) to design a “10-point crisis communications checklist” catering to economic developers. April Mason, president of Violet PR, and Schwab, senior vice president, marketing and communications at GPEC, recently relayed the information in a webinar for the International Economic Development Council’s (IEDC) Annual Conference, a session moderated by Greg Hitchin, CEcD, director of economic development and tourism at the City of Waynesboro, Va. 

Missed the presentation? Here are 10 tips to get your crisis strategy in place. 

10 Crisis Communications Tips 

1. Anticipate Crises: It’s always easier said than done, but the first step is to anticipate crises. Be prepared with a response plan. That means establishing a media strategy, a point of contact with the press, a spokesperson who has been media trained, and possibly a “crisis team.” Stay atop relevant news and announcements so that your team is “in the know” and establish a communication plan to notify leaders and stakeholders immediately when a crisis occurs.

 2. Prepare a Timely Statement: When a crisis occurs, your organization should remain transparent and release a timely statement – ideally within a two-hour timeframe. A delayed statement can allow misinformation and rumors to take hold, or worse, make it seem like your organization is guilty of wrongdoing. Most importantly, make sure the statement directly responds to the situation and addresses next steps.

 3. Repetition & Frequency of Message: Aim to over-communicate if possible, as consistent, frequent messaging can create a calmer presence among your key audiences. Make sure your constituents feel informed and that your messaging is clear and up to date. (Think of New York Governor Cuomo’s widely viewed daily COVID-19 updates.)

4. Every Crisis Has a Life Cycle: Remember that a crisis will ultimately resolve itself, though each crisis has its own timeline. The typical stages of a crisis – for you and your target audiences – will look something like this:

5. Know Your Audience: Make sure your communications efforts are reaching the audience(s) impacted or influenced by the crisis – and tailor your messages accordingly. Here are some audiences to consider:

6. Identify Spokespeople: It will not always make sense to have your EDO speak out about a specific crisis. Evaluate if it makes sense to respond as an organization, and if not, identify appropriate spokespeople such as your Mayor, another civic leader, police chief, or task force member. These spokespeople should also be trained/briefed in advance if possible, to avoid potential hiccups.

7. Prepare Your Talking Points: Identify the main message you want to communicate, and bridge back to it in every talking point. Explain what you will do to address the problem; be clear and try not to say “I don’t know” or leave anything open-ended. Express empathy and apologize if necessary.

8. Local Media Strategies: Forging strong relationships with local reporters is crucial so that you are not meeting them for the first time during a crisis. When a crisis arises, keep local journalists in the loop early, and consider offering them “advance” information when possible. Further, ensure there is one point of contact for media in your organization. Ensure that the board is briefed on these protocols to avoid potential “leaks.”

9. National Media Strategies: National reporters – who are often busy covering multiple regions and industries at the same time – require different tactics than local media. For example, don’t “schmooze” or offer a free trip to your community during an interview; instead, answer questions clearly and directly with facts and statistics. Be prepared for the fact that the reporter may not know much, if anything, about your organization or region, so avoid “inside baseball” terms and acronyms.

10. Interview Tips: Prior to the interview, you can ask a broadcast producer the types of questions you should anticipate – you may not get specifics, but you will get a general direction. Review your own talking points, your organization’s mission statement, and practice with anyone that is available. If there is one point you want to make, incorporate it in every answer. Also, do not say “no comment,” as this could be perceived as negative. Instead, pivot your response to what you do know. Remember that everything you say is “on the record” unless you have an agreement in advance (ideally in writing) with the news outlet.

Make Crisis Communications an Asset

No community is too large or too small to have a plan in place – as unexpected crises do not discriminate. Interested in learning more?  You can check out the full slide deck presented during IEDC’s annual conference (“Make Your Crisis Communications an Asset”).

About Violet PR

Whether it's rebranding a city, drawing attention to a revitalized neighborhood, or promoting a new sustainable development, Violet PR helps clients make a difference. Through a combination of news stories, social media and compelling content, our N.J.-based boutique public relations firm helps clients attract more dollars and supporters. www.VioletPR.com