TITANIC: Crisis Communication Plans

TITANIC: Crisis Communication Plans Christina Stephens / LANO Conference / 10.22.09

Charting the Course Establishing a crisis communication plan

Getting Started What is a crisis communication plan? • A framework for relaying information to your organization’s employees, stakeholders and customers and, if necessary, the public in the event of either a natural or manmade disaster; • Standard operating procedures for your organization that outline communication roles and responsibilities in the event of a crisis;

Getting Started What is a crisis communication plan? • A resource for the core group of employees charged with steering the ship through rough waters; • An opportunity to evaluate the strengths and weaknesses of your public relations operation and improve your daily interaction with your employees, stakeholders and customers.

Getting Started What a crisis communication plan is NOT • It is not a list of every potential disaster that could strike; • It is not a book of answers; • It is not infallible; • It is not permanent and unchanging.

Developing a plan • Do an analysis of resources and staff; • Brainstorm about possible crises and potential problems; • Codify your plans and seek consensus of your staff.

Developing a plan • Who should be involved? • For a plan to be successful, you must have buy-in from your organization’s leadership; • Engage the “messengers” you will call on to assist the organization in a time of crisis; • Consider input from non-employees.

Questions to answer • Who will play what role in the event of a crisis? • What resources do you have at your disposal? • Who are your audiences?

Internal vs. External • Not every crisis warrants communication with the general public or the press. • Different audiences get similar messages, delivered uniquely. • Internal communication is just as (if not more) important than external messages.

Internal vs. External Factors to consider when looking at external vs. internal communications: • Number (or percent) of people affected; • Amount of money affected; • Ease with which a message can be communicated; • Seriousness of the issue; • The “X factor” of each crisis.

Keep it fresh How often should a plan be updated? • On the same schedule as your regular communication plan or your organization’s strategic plan; • After weathering a major crisis; • When your organization undergoes major structural or strategic changes; • As new “threats” arise; • And, at least once a year.

Hitting an Iceberg Best practices to save you from going down with the ship

Protocols for Peacetime • Strong crisis communication • is rooted in competent, • helpful messaging, consistent branding and meaningful relationship building • EVERY day.

Be Informed • Gather as much information as you can about the situation and how your organization is responding now and will respond in the future.

Silence is not always golden • Don’t hide from questions; embrace the opportunity to answer them and educate your audience about your efforts to remedy the situation.

Use Active Messaging • Frame every discussion in • terms of what your organization is doing. • Your job is to persuade, not to recount.

The Golden Rule of PR • Manage expectations: • No amount of solid communication is going to unsink the Titanic.

Rescue and Recovery Efforts • Finish strong: • The best organizations and communicators are those who seize chances to improve their standing, even under the most trying circumstances.

Questions, now or later Christina Stephens Press Secretary, Louisiana Recovery Authority christina.stephens@la.gov Twitter: @CEStephens LinkedIn: http://www.linkedin.com/in/ChristinaEStephens

TITANIC: Crisis Communication Plans