Final crisis communications handbook

Are You Prepared?

Written By Charlotte Jewer and Stephen Heckbert

This handbook belongs to:

_______________________________________________________________________________

Crisis Communications HandbookAre You Prepared?

Crisis Communications Handbook

1.0 INTRODUCTION AND HANDBOOK INSTRUCTIONS 4 1.1 INTRODUCTION 41.2 HANDBOOK INSTRUCTIONS AND CONTRACT 51.3 UPDATE CALENDAR 6

2.0 GETTING ORGANIZED: KNOW WHO IS ON YOUR SIDE 7

2.1 SKILLS INVENTORY 8-92.2 CRISIS COMMUNICATIONS TEAM ROLES (CCT) 102.3 TEAM MEMBER BIOGRAPHIES 11 SAMPLE TEAM MEMBER BIOGRAPHIES 12 BIOGRAPHIES LIST 132.4 COMMUNICATIONS TEAM CONTACT LIST 18-202.5 ORGANIZATIONAL FLOW CHART 212.6 COMMUNICATIONS FLOW CHART 222.7 CCT TELEPHONE TREE 23-242.8 TRAINING SCHEDULE 252.9 BACKGROUNDER AND FACT SHEET 26 BACKGROUNDER TEMPLATE 27 FACT SHEET TEMPLATE 282.10 STAKEHOLDER SATELLITE 29 STAKEHOLDER SATELLITE TEMPLATE 302.11 STAKEHOLDER CONTACT SHEETS 31-40 INVESTORS 31 CUSTOMERS/MEMBERS/DONORS 32 EMPLOYEES AND UNION GROUPS 33 FINANCIAL PLAYERS 34 COMMUNITY LEADERS 35 GOVERNMENT OFFICIALS 36 KEY SUPPLIERS/RETAILERS 37 FAMILIES OF EMPLOYEES 38 INDUSTRY PARTNERS 39 AFFILIATED ASSOCIATIONS 40

3.0 ISSUES MANAGEMENT: WHAT COULD POSSIBLY GO WRONG? 41

3.1 STEP 1: IDENTIFY POTENTIAL PROBLEMS 42 SWOT ANALYSIS 433.2 STEP 2: VERIFY THE SITUATION 443.3 STEP 3: ASSESS THE CRISIS LEVEL 46

CRISIS INTENSITY CHART 47

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3.4 STEP 4: DETERMINE THE APPROPRIATE COURSE OF ACTION 48

4.0 COMMUNICATIONS PLANNING: GETTING THE PR PROCESS RIGHT 49

4.1 STEP 1: IDENTIFY YOUR TARGET AUDIENCE 50 INTERNAL AUDIENCES MAP 51 EXTERNAL AUDIENCES MAP 52 TARGET AUDIENCE CONTACT SHEET 53-544.2 STEP 2: APPROVE YOUR GOALS AND OBJECTIVES 55 SMART OBJECTIVES CHART 564.3 STEP 3: APPROVE A STRATEGY AND TACTICS 57 STRATEGY MAP 584.4 STEP 4: ESTABLISH EFFECTIVE KEY MESSAGES 59 KEY MESSAGES CHART 59-604.5 STEP 5: DEFINE THE PROPER CHANNELS FOR COMMUNICATION

624.6 STEP 6: FINAL PLANNING CHECKLIST 63

5.0 MEDIA RELATIONS: HOW TO HANDLE THE MOB 64

5.1 CONSTRUCT A MEDIA LIST 64 DAILY NEWSPAPERS 65 COMMUNITY AND SPECIALITY NEWSPAPERS 66 MAGAZINES 67 TELEVISION 68 RADIO 69 ONLINE COMMUNITY 705.2 IDENTIFY A SPOKESPERSON 715.3 TRAIN YOUR SPOKESPERSON 72-735.4 SAMPLE DOCUMENTS 74 5.5 NEWS RELEASE TEMPLATE 76 5.6 MEDIA ADVISORY TEMPLATE 77 5.7 HOLDING STATEMENT TEMPLATE 78 5.8 EMPATHY STATEMENT TEMPLATE 79 5.9 FAQ LIST 805.10 MEDIA CENTRE 815.11 LOGISTICS CHECKLIST 825.12 LOCATION RESEARCH 835.13 CONTACT LOG 84-855.14 MEDIA MONITORING LOG 865.15 POTENTIAL PITFALLS 87

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6.0 EVALUATION AND MOVING FORWARD: ARE YOU ON TRACK? 88

6.1 EVALUATION 88 SMART OBJECTIVE EVALUAITON 89-906.2 BUDGETING 916.3 CHANGING THE CONVERSATION 91 CSR BRAINSTORMING SATELLITE 92

APPENDIX BUDGETARY EVALUATION 93-95

1.0 Introduction and Handbook Instructions

1.1 Introduction

Life is unpredictable - while things might be going according to plan today, tomorrow is another story.

A crisis can come in many forms - a precarious economy, moody Mother Nature, mechanical failure, and human loss or human error, can all present serious complications for any organization at any time. While all of these circumstances are out of anyone’s control, how you handle the fallout is what will either save or sink the ship.

While crisis communications planning has always been on the radar for most organizations, in today’s fast-paced globally connected world, citizens and consumers are more savy, vocal, and in-tune than ever before. There is a demand for transparency and organizations must be prepared to be open and honest with the general public.

This handbook is meant to help you and your organization prepare for a storm. In the world of crisis communications, preparedness can equal success. It is about building the right team, knowing your audience, creating strategic messages, and guiding the media. Much of this work can be done before a crisis hits, letting you act quickly, confidently, and effectively. Consequently, it is how you behave in the first few hours of a crisis that proves to be critical in minimizing the damage done to your business and most importantly, your reputation.

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1.2 Handbook Instructions and Contract

This handbook can be used as your guide to help you create a comprehensive crisis communications plan for your organization. It will be your job to be the crisis communications team leader, or CCTL, to take-charge of compiling information and completing the templates provided in this handbook. It will be your job to act as the knowledge centre of your crisis communications team, expecting the unexpected.

As the CCTL, you must keep a copy of your completed plan both at the office and offsite. It is important to note that finalized plans also need to be maintained in both electronic and paper formats at each location in order to be effective.

As a primary rule, your crisis communications plan must be kept up-to-date at all times. On a regular basis, when the contact details of CCT members change, it is extremely important that you amend your contact list as these changes occur. (More on building your contact list under Getting Organized.)

Additionally, your entire crisis plan must be reviewed on a semi-annual basis – updates on June 15 and December 15 are recommended as favourable times. Circumstances are always changing both within and outside of your organization, and you must be sure that you have accounted for these changes, big and small.

It will be your responsibility as the CCTL to make sure that all identified crisis team members have a copy of the plan along with key emergency response partners in the event of a crisis. After all, the documents and details contained in your plan will not only help you save your organization’s reputation, but in critical circumstances, it can also save lives.

I _______________________________________________, am responsible for filling out the templates in this crisis communications handbook in full.

I will review my plan on (DATES)__________________________ and

__________________________ along with all other CCT members on a regular semi- annual basis, committing to make necessary changes to the plan as they may occur.

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1.3 Update Calendar

What documents need to be reviewed on these dates? Contact Lists Backgrounder and Fact Sheets CCT Member Biographies SWOT Analysis Communication Strategies

*Templates are provided for each document throughout the handbook.

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2.0 Getting Organized: Know Who Is On Your Side.

Every home, school, business, community centre etc., is strongly advised to have an emergency procedure plan in place. While this type of careful preparation is widely practiced, building a working

crisis communications plan should also become a common exercise. Therefore, before any damaging crisis scenarios come to fruition, is it important to get organized.

In order to do so, this section will highlight a list of important documents that must be fully completed and kept in active files. Scouts honour- always “be prepared.”

Skills Inventory Crisis Communications Team Roles (CCT) Team Member Biographies Communications Team Contact List Organizational Flow Chart Communications Flow Chart CCT Telephone Tree Training Schedule Backgrounder and Fact Sheet Stakeholder Satellite Stakeholder Contact Sheets

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2.1 Skills Inventory

Who do you call when disaster strikes? Answering this question will allow you to build a competent and reliable team of allies that will work together to stabilize the situation and repair the damage done. When choosing these individuals, ask yourself what their strengths and weaknesses are both in and out of the workplace allowing you to build a skills inventory.

Who is a strong writer? Who knows how to talk to the media? Who has the ability to think on their feet in creative

and intelligent ways? Who knows your organization inside and out?

By collecting this type of information from your colleagues, it will be easy for you to compile a team of people that compliment each other and bring new talents to the team. While most of your team members will come from a communications background, don’t be afraid to look outside of your department for help.

*Use the template on the following page to find three possible candidates for each skill.

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Skills Inventory

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Required Skill/Experience

Candidates

Strong writing

Media relations experience

Social media experience

Creative and strategic thinker

Internal operations knowledge

External operations knowledge

Human resources training

Financial expert

Legal expertise

Technical and computer skills

2.2 Crisis Communications Team Roles (CCT)

The size of your team will depend on the size of your organization, however; the following are key roles that need to be delegated. Based on the information collected in your skills inventory and upon agreement of each suitable candidate, assign the best nominee to each role.

Crisis Communications Team Roles

Role Name and Current Title

Leader

Assistant

Senior Advisor

Executive Leader

Spokesperson

Internal Affairs Coordinator

External Affairs Coordinator

Media Relations Officer

Social Media Specialist

Financial Officer

Information Technology Specialist

Human Resources Specialist and Family Liaison

Legal Council

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2.3 Team Member Biographies

Once the members of your CCT have been carefully chosen, you must compile a brief biography on each team member that covers:

Their history with your organization, Their occupational specialties, Why they were chosen for their CCT position, and Any other experience they might have in dealing

with a crisis scenario.

The media will inevitably be looking for this information when a crisis hits to add a personal angle to their reports. It is imperative that you create these biographies in preparation for a crisis, as this information will be extremely difficult to gather in an emergency situation. (Including a professional photo for each team member is an added bonus for reporters.)

*Pay special attention to the biography of your executive leader and spokesperson. These people will have direct contact with the media, therefore; their biographies need to be especially accurate, informative, and sharply written. (See more on this in Media Relations: How to Handle the Mob.)

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Sample Team Member Biographies

CCT Leader – Ronald Smith

Ronald Smith has been with Company A as the head of the public relations department for nine years. A specialist in communications planning and brand development, Mr. Smith’s organizational skills and advanced knowledge of Company A’s clientele, have made him the lead of the crisis communications team. Mr. Smith was previously involved in the successful resolution of a product recall in 2005, directing media relations and restoring the trust of key stakeholders.

Internal Affairs Coordinator – Donna Warren

Donna Warren began working with Company B as a sales manager in 1998. Her superior team management skills and passion for Company B’s brand, propelled Mrs. Warren to the position as operations officer of Company B’s eastern retail department in 2007. Mrs. Warren’s thorough knowledge of the mechanics of Company B’s operations, along with her exceptional interpersonal skills, make her a strong internal affairs coordinator. Mrs. Warren successfully managed her sales team through the regretful downsizing of the eastern retail division in 2000 with grace and compassion.

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Biographies List

Leader

Assistant

Senior Advisor

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Executive Leader

Spokesperson

Internal Affairs Coordinator

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External Affairs Coordinator

Media Relations Officer

Social Media Specialist

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Financial Officer

Human Resource Specialist and Family Liaison

Information Technology Specialist

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Legal Council

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2.4 Communications Team Contact List

Most businesses and organizations are good at keeping track of employee and member contact information. While the human resources department might be the one to keep most of this information organized, it is important for you to keep your own up-to-date record of this information. It is vital to have the details of all your CCT members close at hand, and it

is also important to have full contact information for all organization members ready in case of emergency.

*This list must also include emergency contact information for your local fire department, police service, and regional hospital services.

Your CCT contact list must include the following information:

Name CCT Role or Job Title

Address Home #

Cell# E-mail Date Revised

Joseph Brown

Media Relations

52 Spruce Dr. Ottawa, ON K1S 5P9

(613) 234-5787

(613) 234-9908

[email protected]

01/01/11

Lisa Hill Assistant Team Leader

19 Falls Rd. Ottawa, ON K5N 7J6

(613) 667-4356

(613) 667-8327

[email protected] 05/06/01

*Remember to keep both a paper and electronic version of this document at both your onsite crisis communications centre and at an external location.

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mailto:[email protected]


Communications Team Contact List


Address Home # Contact #

E-mail Date Revised

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Address Home # Cell # E-mail Date Revised

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2.5 Organizational Flow Chart

Once you have built your CCT, is important that you understand the hierarchical approval process that exists in your organization. Every organization has a chain of command that needs to be respected at all times, including in a time of crisis. While this is expected to alter slightly from normal day-to-day procedures, it is important to know who needs to approve of your messages and finalize details before anything is acted upon. Additionally, it is important to know what path you must follow when communicating information internally to employees, members, families, etc.

Organizational Executive Board of Directors

CCT Leader

CCT Members

Internal Relations Team External Relations Team Media Relations Team

Management Human Investors/Donors/Members Spokespeople Resources

Internal Employees Government Contacts

Media Contacts Departments

Families Clients/Suppliers

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2.6 Communications Flow Chart

Along with your organizational flow chart, the direction of communications within your CCT is also necessary to define in preparation for a crisis situation. In order to avoid panic, CCT members must be placed on the communications flow chart in order to identify the order in which decisions are made, how information is disseminated and received, and what channels CCT members must follow in order to reach all members in an organized manner.

*The legal councilor and the information technology coordinator need to be directly consulted on a regular and uninhibited basis as the process unfolds.

Executive Leader

Senior Advisor

CCT Leader

Legal Council CCT Assistant Information Technology

Coordinator

Internal Affairs Coordinator External Affairs Coordinator

Human Resources Specialist Financial Officer Media Relations Officer and Family Liaison

Management Spokesperson Social Media Coordinator

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2.7 CCT Telephone Tree

When a crisis happens, time is of the essence - a telephone tree will allow a large number of phone calls to be made in a short period of time. When everyone shares in the responsibility of contacting at least two people, the calling process is completed more rapidly

and accurately.

As the CCT Leader, your name will be on the top of this list. Build your tree based on a need to know basis – create a hierarchy based on who needs to know what information before someone else in the chain to effectively communicate your message.

Once your name is placed on the far left of the tree, follow the lines across where you will add two new names and corresponding telephone numbers in each box following your communications chain of command. By completing the telephone tree template provided on the next page, each person will only have to contact two new people, who each contact two people themselves, and so on, lessening the burden on the team leader.

*Your executive leader, or CEO, will have to be informed directly by the team leader, as the information given to the CEO needs to be as direct and accurate as possible. This person should be at the top of your contact list.

To create an interactive version of your telephone tree, use an Excel template. In such a template, each person should have at most three contacts each. By using simple Excel formulas, members of your telephone tree can easily be replaced and updated depending on a change of company position or to account for vacation schedules etc.

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2.8 Training Schedule

Now that your CCT has been assembled, it is important to conduct a training exercise in order to get a feel for how well your team performs and to learn what areas need to be improved. This activity should be scheduled twice a year, with the same importance as fire drills and evacuation procedures.

Additionally, a media training session for your spokesperson and media relations specialist will also need to be scheduled into your annual calendar. A media training specialist will most likely need to be brought in from a local agency, as this is a highly specialized discipline with training that needs to be conducted by experienced experts.

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2.9 Backgrounder and Fact Sheet

When a crisis hits and the media is on your doorstep, it is important to have your facts straight. This includes having a finalized organizational backgrounder and fact sheet at your disposal. These documents describe your organization, outline your reason for being, and answer any anticipated questions the media or general public may have allowing you to be prepared when the heat is on.

To create an effective backgrounder you should include:

A concise statement on the purpose of your organization and what issues/subjects/areas you cover.

A historical overview of your operations along with your current activities.

A brief overview of your organization’s structure and key players.

Touch upon your community relations initiatives.

This document must be accurate and up-to-date and should be reviewed regularly during your scheduled semi-annual meetings. Once finalized, your backgrounder should be included in your news releases sent to the media during a crisis situation. Including this information in your news release will allow you to provide pertinent information about your company to the media quickly and accurately.

A fact sheet acts much the same way as a backgrounder written in a bullet-style format. A fact sheet allows you to offer a reporter a shortcut to the information they need in a hurry. Preparing such a document before a crisis strikes reduces the need for you to personally answer common questions pertaining to your organization in a time crunch.

Simply attach factual points on your organization’s history, operations, products/services, community relations activities, key players, etc. to your news releases allowing reporters to virtually cut and paste important points.

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Backgrounder Template

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Factsheet Template

Organizational history and headquarters

Operations (local, national, international and industry

size)

Products/services

Community relations initiatives

Key players (owners, senior management team)

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2.10 Stakeholder Satellite

Who could be affected by a crisis in your organization? This could include any or all of the following groups:

Investors Customers/members/donors Employees and union groups Key financial players such as bank officials, local

banking representatives, and insurance representatives.

Community leaders Government officials (elected and regulatory) Key suppliers/retailers Families of employees Industry partners Affiliated associations

It is extremely important to identify all stakeholders of your organization before a crisis strikes to avoid overlooking any key players - neglecting any of these key groups could cause them to lash-out and have a negative impact on your operations. Use this satellite to brainstorm and place your stakeholders in order of operational importance from the centre nucleolus outwards.

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Stakeholder Satellite

Key Stakeholders

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2.11 Stakeholder Contact Sheets

The stakeholder satellite is followed by a contact list for each group. Place the key contacts in descending order of importance to your organization.

InvestorsName Organizati

onPosition Relationsh

ipPhon

eE-mail Date

Revised

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Customers/Members/DonorsName Organizati


ipPhon

eE-mail Date

Revised

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Employees and Union GroupsName Organizati


ipPhon

eE-mail Date

Revised

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Financial PlayersName Organizati


ipPhon

eE-mail Date

Revised

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Community LeadersName Organizati


ipPhon

eE-mail Date

Revised

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Government OfficialsName Organizati


ipPhon

eE-mail Date

Revised

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Key Suppliers/RetailersName Organizati


ipPhon

eE-mail Date

Revised

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Families of EmployeesName Organizati


ipPhon

eE-mail Date

Revised

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Industry PartnersName Organizati


ipPhon

eE-mail Date

Revised

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Affiliated AssociationsName Organizati


ipPhon

eE-mail Date

Revised

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3.0 Issues Management: What could possibly go wrong?

There are a variety of unforeseen circumstances that could arise at any given time within any type of organization. While most crisis situations are out of anyone’s control, how the crisis is handled will either save or ruin your organization’s reputation. It is important to remember that in today’s business world, the public perception of your

organization is one of the most important assets in your portfolio.

According to Jo-Anne Polak, former senior vice-president of crisis communications at Hill & Knowlton Ottawa, the very definition of a crisis directly relates to your organization’s image: “A crisis is an event or series of events that can severely damage the reputation of an organization and its ability to conduct business.”

In order to protect this valuable asset, a crisis situation needs to be handled with great tact. As the premier rule, effective issues management is the best form of crisis prevention. Following through these various steps of identification will allow you to act proactively.

STEP 1: Identify Potential ProblemsSTEP 2: Verify the SituationSTEP 3: Assess the Crisis LevelSTEP 4: Determine the Appropriate Course of Action

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3.1 STEP 1: Identify Potential Problems

The ability to be proactive and anticipate potential problems before they arise can greatly reduce the element of surprise. Therefore, the first step of issues management is to identify potential problems by conducting a SWOT Analysis. By reviewing your organization’s strengths, weaknesses, opportunities, and threats, you have a better chance of predicting what issues could possibly arise.

Simply list in bullet points the strengths your organization has in your field along with the corresponding weaknesses that are internal to your organization. Then breakdown the opportunities that exist for your organization for growth and expansion followed by threats you face from competitors or other external forces.

In order to gain additional insight into your organization, practitioners should be actively conducting media monitoring activities, consulting both upper and lower level management, studying other competitive organizations, and taking the general temperature of your stakeholders.

When completed, the weaknesses and threats listed in your SWOT Analysis should highlight potentially damaging scenarios that could be of crisis proportions if left unaddressed.

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SWOT Analysis

Strengths Weaknesses Strong community reputation Poor knowledge of local officials

Opportunities Threats Partnership with local charity Union unrest

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3.2 STEP 2: Verify the Situation

While acting proactively is important, sometimes a crisis cannot be predicted. The following list of scenarios could adversely impact operations, financial stability, and the underlying reputation of your organization. Possible crisis situations and scenarios include, but are not limited to:

Product/Service/Operation FailuresProduct recall due to malfunctionProduct recall due to illness or death

AccidentsIndustrial accident involving injuriesIndustrial accident involving deathExplosions/firesExposure to harmful substancesPower failures

Civil DisturbancesCivil unrestCommunity evacuationsStrikes and protests

Financial CrisisMajor company layoffsPlant/branch closuresPlummeting stocksFunding cutbacks

Natural DisastersFlooding/earthquakes/hurricanes/tornadosMajor storm damage

Top-tier Management IssuesDeath or illness of management personnelReputational damage

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Each scenario will vary in intensity and severity, therefore; the communications practitioner must ask the following questions in all impending situations in order to determine the appropriate course of action:

When collecting this data, it is also important to consider the following criteria in order to confirm the situation is indeed valid:

Has the situation been confirmed by a reliable source?

Do you have all the facts? Is this an internal or external crisis? Is information consistent from several sources? Is there a clear consensus amongst stakeholders on

the seriousness of the situation? What other information do you need to know to put

the event into perspective?

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What happened and where?

When did this happen?

Who is involved?

How did it happen?

What is currently being done?


3.3 STEP 3: Assess the Crisis Level

In order to assess the communications response level, it is important to determine the severity of the situation. A crisis could rock the very foundation of your organization or it could be easily handled internally without any harm to public perception, allowing you to get back to business as usual.

Using the chart below, evaluate the intensity of the crisis using the 4 Level identification system. For Levels 1 and 2, the crisis team should plan on ongoing reviews of the situation, but the full crisis plan may not need to be implemented. For any issues identified as a Level 3 or 4, the crisis team should be alerted immediately and prepare for action.

Each level is determined not only by the obvious severity of the situation, but also by the media attention received. However, while it is true that many crisis situations can be handled internally and virtually go “under the radar” of public awareness, it is always of highest importance to be honest and truthful with all audiences during a difficult situation. Attempting to cover-up or underreport matters of public safety will only result in legal battles, a loss of trust, and the erosion of your organization’s reputation.

See the chart on the next page for crisis classifications.

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3.4 STEP 4: Determine the Appropriate Course of Action

Level 1: In a Level 1 scenario, a media relations policy does not need to be activated as the media are virtually unaware of the current situation as it pertains to your organization. However, if the media does make a call, a breif statement needs to be made to assure the public that the incident is under control.

Internal audience members such as the management team and employees should be made aware of the issue through the human resources specialist along with information on how the issue is being handled.

Stakeholders must be made aware of the situation and informed of what is currently being done to mend the issue and get back to business as usual.

Level 2: In a Level 2 scenario, the public is aware of the situation, but no harm has been done to your organization’s reputation. The procedure for a Level 1 situation must be followed in such a scenario in addition to media outreach to assure that you and your CCT stay ahead and in control of the story.

As the media have now become more active in the pursuit of information, a news release must be issued in order to give reporters

accurate and timely information on the issue. (Templates are provided in Media Relations: How to Handle the Mob.)

Level 3: The intensity of the situation has now mounted to a

troubling height in a Level 3 crisis scenario. Public outrage is beginning to mount and stakeholders grow concerned about the

health of their assets. Actions need to be taken to quell public unrest and anger.

It is now imperative that at this level, a more forceful media relations plan needs to be put into action. CCT members need to be on high alert and are expected to be available at any time.

Level 4: At this level of crisis, a major shock to your organization has caused the full attention of all your internal and external publics to be fully drawn to the issue at hand.

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Your CEO must provide a public address of empathy and caring to the media at large to demonstrate sympathy and apologize to the general public. Without such an address, there is no chance of repairing public confidence in your brand without the alienation and further aggravation of certain audiences.

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4.0 Communications Planning: Getting the PR Process Right.

A crisis has been identified and all of your CCT members have been notified. Now what? It is time to think tactically, clarify your messages, and build a winning strategy.

The nature and severity of the crisis situation that you are facing will dictate whether the crisis is an internal matter or of public concern, needs immediate attention or can be handled with ease, garners media attention or is easily kept within your control. In any case, all situations require your team to:

STEP 1. Identify Your Target AudienceSTEP 2. Approve Your Goals and ObjectivesSTEP 3. Approve a Strategy and TacticsSTEP 4. Establish Effective Key MessagesSTEP 5. Define the Proper Channels for

CommunicationSTEP 6: Review the Final Planning Checklist

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4.1 STEP 1: Identify Your Target Audience

Who needs to receive your message? Is this an internal matter where information needs to be primarily communicated to your employees, the families of employees, investors, or organization members, etc.? Or, does your message need to be received largely by the general public reaching groups such as consumers, activists, or your local community through the media? These are the questions that will determine your target audience.

In some cases this will be a highly defined demographic, in others, your audience could be the entire community in which you operate, or, in a colossal case, your story could garner unfavourable international media attention – think of the British Petroleum oil spill.

Use the template on the next page to examine all of your possible internal and external target audiences and draw linkages between them.

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Internal Audiences

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External Audiences

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Once you have identified your target audiences, get to know them. What methods of communication do they use? What kind of messages do they respond to? You must decipher the best and fastest way to reach these people. In many cases, you will have more than one key audience who need to receive your message. It is important to note that you might have to approach these sub-groups differently, using different channels and tailoring your messages accordingly.

Use the following chart to list your target audiences, what is the best means of reaching this particular sub-group, who is the best messenger for this group, and an approximated timeframe of how long it would take for an important message to reach this target audience.

Target Audience Contact Sheet

Audience Means Messenger Timeframe

Employees Company e-mail or telephone

Internal Affairs Coordinator Response time may vary

Regional Media Press release, phone interview, in-person interview

Media Relations Officer 0-3 hours Level 30-1 hour Level 4

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Audience Means Messenger Timeframe

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4.2 STEP 2: Approve Your Goals and Objectives

Your main goal is to get back to business as usual with as little reputational damage to your organization as possible. However, depending on the type of crisis scenario, you will also have various other goals to chart along the way to normalcy. You must ask yourself, what must you achieve by when?

Next, your objectives must align with your goals– objectives are the road map for achieving your goals. An objective will address the 5Ws of your target goals in a specific and attainable manner.

To create valuable objectives, they must be SMART or,

SpecificMeasurableAttainableRealisticand Time limited.

By adhering to this criteria, you will be able to successfully measure the success of your communications campaign when the crisis is over. This is very important as you need to know if you have indeed met your objectives and communicated your messages effectively.

A SMART objective will look like the following:

Directly alert all retailers in the Eastern sales region via telephone of an immediate product recall to product numbers S479 to S481 to be returned to the Cassleman manufacturing plant before September 20, 2011.

Use the template on the following page to track your goals and corresponding objectives.

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SMART Objectives ChartGoal Corresponding

ObjectiveS M A R T

Successfully recall damaged products in the Eastern sales region without losing retailer confidence.

Directly alert all retailers in the Eastern sales region via telephone of an immediate product recall to product numbers S479 to S481 to be returned to the Cassleman manufacturing plant before September 20, 2011.

Yes Yes Yes Yes Yes

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4.3 STEP 3: Approve Your Strategy and Tactics

Your strategy is part of the big picture - what approach must your CCT take to get over the mountain and attain your goals? While your strategy must be based on the situation at hand, all crisis scenarios will require you to:

1. Tell the truth about the situation without compromising private information or matters still under investigation.

2. Minimize damaging media coverage.3. Uphold the safety of your employees and/or

clients/consumers.4. Stay on message and communicate effectively.5. Restore trust in your organization and get back to

business as usual.

By following this line of attack, any crisis scenario will be easier to tackle.

The entire communications process starts with telling the truth - be upfront with the media, your employees, your clients, and all concerned publics. Withholding information or trying to cover-up a mishap will only make the situation worse resulting in a total loss of credibility.

Building effective strategies and tactics that will communicate key information in a crisis situation, takes creativity. Use the template provided to brainstorm some strategic concepts and three corresponding tactics to achieve those ends.

Apologize to retailersdirectly

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Restore retailerconfidence after product recall Provide

detailed information on

affected products

Grant full refunds to

retailers

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Strategy Map

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4.4 STEP 4: Establish Effective Key Messages

As a communications professional, you should be well aware of what a key message is - the primary thought that you want to leave with your target audience. Key messages are the core of your writing.

While a key message can be drafted to engage, discuss, promote, or advocate, the primary action you want your messages to perform in a crisis scenario, is to inform. You must inform your audience of the current status of the situation, what your organization is doing to reconcile the issue, and what actions you want your audience to take, or in some cases, not to take.

Your key messages will differ according to the nature of the crisis and your target audience in a particular circumstance, however; you can prepare for any situation by constructing some universal key messages here. In all crisis scenarios, your first key message must be a sincere apology for any duress, misdoing, damages, etc. It is important to always begin your messaging by addressing your publics with an admittance for any wrongdoing in order to restore trust in your brand.

Key Messages Chart

Key Message One:

We sincerely apologize for

(situation)_____________________________, as it was never our

intention to (outcome)_________________________.

Key Message Two:

(Your organization)_____________________________ is

committed to providing quality (product or service)

____________________ to

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(publics)____________________________________ for years to

come.

Key Message Three:

We are currently (actions)

____________________________________ to resolve this issue

and greatly appreciate your understanding in this difficult

matter.

Additional Key Messages

Key Message Four:

Key Message Five:

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In order to avoid bombarding your audience with information that is not pertinent to them, try to compile the relevant information into concise key messages that are clear and complete. The following checklist will help you ensure your messages are effective:

Question Yes No

Have you identified a specific target audience?

Are your messages easily understood by your target audience?

Did you avoid the use of jargon?

Are your messages concise (max.30 words, 10 seconds)?

Were the key messages the focus of the dialogue?

Did you provide the most important items first?

Is there an appropriate call to action?

Have you answered the question: How does this affect me?

Are your key messages supported by proven, sourced facts?

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4.5 STEP 5. Define the Proper Channels for Communication

Audience demographics and psychographics dictate that each audience will respond differently to a particular channel of communication. How can you best reach your identified target audience in a time of crisis to inform, influence, and persuade?

Various channels are used in all communications campaigns, however; during a time of crisis, it is important to have some tools waiting in your back pocket.

Establish a Dark Site

A dark site is a website that has been prepared by your information technology specialist and is ready to go live when the need arises. Web developers should purchase web addresses in anticipation of a Level 3 or 4 crisis scenario – in the middle of a crisis it is often too late to negotiate website design and functionality.

Define a Social Media Strategy

If you don’t already have a solid social media presence, get started. Your social media specialist needs to respond to concerns, address false claims, and get the right angle on the story in the online community. It is virtually impossible to monitor what is being said online without having an ear to the ground. Be active with the social media tools your organization has deemed appropriate in order to make connections with this community and proactively uphold your brand in a positive light.

Prepare Traditional Communications Tools

To manage an internal communications situation, traditional modes of communications still work effectively. Intranet notifications, a memo posted to the employee message board, meetings and announcements, are all still effective ways to reach internal publics. Make sure you are using these tools to your advantage and decide whose responsibility it is to prepare such materials now.

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4.6 STEP 6: Review the Final Planning Checklist

Before approaching the media, it is important to make sure that you are fully equipped to answer all inquiries. This checklist will ensure that you have not forgotten any key steps before your story goes public and you plan your media strategy in the next section.

Question Yes No

Has the crisis response team been notified?

Have all levels of management been properly informed? Have you clearly identified the intensity of the current situation?Is there a consensus amongst your CCT of what must be done to respond to the crisis?

Do you have effective key messages?

Have you identified all applicable target audiences? Do you know how to reach them? Have you developed a general strategy and corresponding tactics? Have identified goals and SMART objectives?

Have you considered all possible outcomes of your actions?

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5.0 Media Relations: How To Handle the Mob.

Not all crisis scenarios will garner media attention – in fact, it is best if they don’t. However, if your story is big or impactful enough to draw the awareness of the media, you better be prepared. If you are scrambling when a reporter calls or suddenly a whole mob of reporters are perched on your doorstep, your organization’s reputation is at stake and you must

proceed carefully and confidently.

Although facing a forceful media inquiry can be a scary thought, reporters can also act as allies, helping you inform the community of the current issue. You must work with the media staying upfront, honest, and cooperative at all times.

In this section, you must take a look at your current media relations archives to determine what materials are on hand and ready to be sent out to journalists if requested - do you have media kits, B-roll, audio clips, etc. easily available? The more pre-prepared materials you have, the more equipped you will be when the heat is on.

5.1 Construct a Media List

Begin your preparation by constructing a media list. You should already have a working media list at your disposal, but now is the opportune time to make sure it is up-to-date. Depending on the severity of your crisis situation, you may suddenly be dealing with media attention outside of your regular contacts. Sometimes reporters are contacting you for information and sometimes you are working hard to get to them first with your key messages – the ladder is preferred.

Use the templates provided on the following pages to record the names and contact information of key media influencers.

*Templates are divided by the various types of media channels.

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Daily Newspapers

Name Position Outlet Phone Fax E-mail Special Notes

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Community and Specialty Newspapers


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Magazines


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Television


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Radio


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Online Community


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5.2 Identify a Spokesperson Choosing the appropriate spokesperson to represent your organization in a time of crisis is a crucial part of your crisis communication planning as this person is the human face of your organization. The chosen person must deliver your key messages in a manner that is sympathetic to those affected by the crisis at hand, offering compassion and empathy.

This person could be a communications officer, an expert, or a senior advisor such as your CEO. Whoever you choose, this person must be made credible by having a full knowledgeable of the working of your organization, a history with your organization, and a clean record check.

The following checklist will help make the choice easier.

Question Yes No

Does the individual have a personality or story that will resonate with both the media and audience?

Is the spokesperson relevant to the target audience or demographic?

Does your potential spokesperson have a working knowledge of your organization?

Does your spokesperson have a history with your organization or issue? Can they demonstrate competence and expertise on the issue at hand?

Have you performed a comprehensive background check on potential candidates?

Is your spokesperson media savvy?

Can they express empathy, sensitivity to the

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issue, and remain poised under pressure?

Is the spokesperson easily capable of staying on message?

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5.3 Train Your Spokesperson

Your spokesperson might be your CEO, your communications director, or an outside person who has a history with your organization and the issue at hand. However, whoever it is, they must be trained and prepared to deal with difficult media inquiries.

Media training is a discipline all to itself - making your candidate appear comfortable and secure in front of a camera in a difficult circumstance is not an easy task and requires expert training.

Follow this checklist with your spokesperson and media relations specialist before answering any media inquiries to ensure you will be prepared.

Question Yes No

Are you familiar with the relevant key messages?Are you currently aware of public perception?

Have you tested your messages prior to delivery?Can you consistently express and show concern, empathy and compassion?Are you able to sincerely accept responsibility?

Are you able to offer an apology?

Can you provide a summary of facts on the organization and the action plan in place?Are you able to be 100 per cent honest in your responses?Can you emphasize dedication, commitment and social responsibility?Can you provide examples and understandable analogies to establish understanding?

Can you avoid saying “no comment”?

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Can you stay on point/on message?

Can you avoid the use of technical jargon?Can you avoid using humour to address the seriousness of the situation?Can you stay calm under pressure?

Can you avoid defensive, argumentative and unreceptive body language, such as crossed arms?

Can you make consistent eye contact?

Are you sensitive to the non-verbal messages you were communicating?

Can you provide your full attention to those asking questions?Can you avoid fidgeting or disruptive behavior?

Have you reviewed your performance with management?

Are you aware of and comfortable with your role in the organization going forward?

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5.4 Sample Documents

The tools that you use to contact, inform, and present your story to the media are fairly uniform and standardized whatever the situation might be. Therefore, make sure that you are familiar with the following templates that will need to be rolled out when the time calls.

News Release Media Advisory Holding Statement Empathy Statement FAQ List

News ReleaseA news release is a PR practitioner’s best friend. It is a key communications tool in a time of calm, and it will now support you in a time of crisis. Make sure you are well versed in creating effective leads, sticking to proper formatting, and following standardized criteria. (Remember to follow an inverted pyramid style when presenting pertinent information.)

Media AdvisoryIn a crisis situation, a media advisory can be used to give reporters details on your upcoming press conference where you will give them more information in a more controlled and stable environment. Use this template to create an “invitation” to your press conference highlighting the 5Ws of the event.

Holding StatementA holding statement will inform the press that a crisis situation has just broken, and you will give them more information when it is available. A holding statement will inform the media that you are presently working to determine the nature of the scenario and that matters are currently under investigation.

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Empathy StatementAn empathy statement is an important tool in your crisis media relations plan as it expresses your sympathy and compassion, and informs the public that your organization is working to correct the problem. Accidents happen, but it is with an empathy statement that you will have a platform to address the issue at hand and deliver a sincere apology.

FAQ ListPreparing a frequently asked questions list will help you anticipate the hard questions reporters will most likely ask, letting you prepare answers that are informed and can be delivered with confidence. Simply create a list of the top 30 questions a reporter might ask your spokesperson, making sure to hit on the difficult topics while answering all of the 5Ws.

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5.5 News Release Template

Put on organizational letterhead

NEWS RELEASEApril 15, 2011

Contact: Contact Person, Position###-###-#### (office)###-###-#### (cell)[email protected] (e-mail)

FOR IMMEDIATE RELEASE

Headline should be bolded, lower case

(Location): The lead should expand on the headline by answering who, what, when, where, and why?

The second paragraph should provide additional facts relevant to the situation.

“The third paragraph should encompass a quote from the most relevant source,” says John Smith, director of communications for Company X. “Offer new information. Every word should count, so don’t waste space.”

Under most circumstances, the news release should be a maximum of 250 words. “Finish it off with another quote,” says Smith. “You can use the same speaker or a different source to highlight various aspects of the crisis.”

The boilerplate is usually found at the end of a press release, and briefly describes the organization related above. The short paragraph consists of just a few sentences and is generally used on every press release. Boilerplates should be up-to-date, clearly written and short.

- 30 -

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5.6 Media Advisory Template


MEDIA ADVISORYApril 15, 2011



Headline should focus on the newsworthy item

(Location): The opening paragraph should provide the basics of the 5Ws but stimulate media to learn more. Mention any persons of interest, such as dignitaries and elected officials who are key to the event.

What: Describe the event.

When: April 22, 2011; 7:00 p.m. Provide the best time for photos, if applicable.

Where: Address, location of event and parking directions.

Who: A list of important people who will be attending your event.

Why: State the reason for the event and, in brief, what will be covered. Do not, however, provide specific information, as that may deter media from attending.

For more information, visit www.organizationname.com.

-30-

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http://www.organizationname.com/


5.7 Holding Statement Template


HOLDING STATEMENTApril 15, 2011



Incident at (place of crisis)

(Location): Company A has just been informed that… Company A is concerned with….

Paragraph two should give as many of the 5Ws that are known at the present time. Make sure that you are aware of legal requirements and not releasing confidential information at this time.

“The third paragraph should encompass a quote from the most relevant source,” says John Smith, director of communications for Company A.

Let the media know what actions are currently being undertaken by your organization to address the current situation and address who might be affected by this issue and what they should do.

Inform the media that additional information will be provided when it is available at a press conference (where and when), through further news releases, or on your website: www.organizationname.com

- 30 -

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5.8 Empathy Statement Template


EMPATHY STATEMENTApril 15, 2011



Incident at (place of crisis)

The following statement was released by (Name, title, and name of operation) following the (short description of incident and location.)

(Location): We understand the concerns, fears, and questions you may have about the (incident) that took place (time frame.) Our thoughts and prayers are with our employees and their families.

At this time, we are doing everything we can to (actions being taken).

“The safety and well-being of our (those affected) is our first priority,” says spokesperson.

Inform the media that additional information will be provided when it is available at a press conference (where and when), through further news releases, or on your website: www.organizationname.com

- 30 -

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5.9 FAQ List

1. What went wrong?

2. What caused the problem?

3. Who is at fault?

4.5.6.7.8.9.10. 11.12.13.14.15.16.17.18.19.20.21.22.23.24.25.26.27.28.29.30. Who much will the relief effort cost?

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5.10 Media Centre

In crisis Level 3 and 4 scenarios, media attention will be so intense that a media centre will be required to handle the volume of media inquires received and to regularly brief reporters when news breaks. A media centre will also allow your CCT to work closely with both local and regional media in cooperation to deliver the necessary information to the

general public. Therefore, your media centre must be a accommodating and comfortable environment for this exchange of information to take place.

In such an intense level of crisis, be prepared to provide the media with:

Information in a timely manner, Straight facts, reliable sources, and relevant

materials, and Readily available points of contact for quotes and

more information.

When setting-up your media centre where the action will take place, use the following logistics checklist to ensure you are meeting reporters’ needs.

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5.11 Logistics Checklist

Quickly establish a site for the media before they do. This location should be:

A secure location Easily accessible As comfortable as possible Coordinated with regulators Away from family and employees Away from the site of the incident

The media centre must accommodate: Sufficient parking space with room for satellite

trucks A private consultation room Toilet facilities and fresh water Sufficient space for a podium and chairs

Additional equipment: Computers/internet access Copy machine and paper/fax machine and paper Electronic outlets A/V equipment Flip charts and markers Notepaper/pens Landlines (incase of no cell phone coverage)

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5.12 Location Research

The middle of a crisis is not the time to find a location for your media centre. Take the time before an issue breaks to research potential locations that you can have on file when needed. Do some research to determine the size of available locations, how long such a venue must be booked in advance, and make initial contact with location representatives.

Use the following template to compile this information.

Location Size Parking

Equipment

Reservation

Leadtime

Cost ContactName and

#

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5.13 Contact Log

It is important to keep track of who asked what to whom, when. By keeping a contact log, you can monitor the exchange of information in the event that a point is later questioned or needs to be followed up. Your log should look like the following:

DateTime

Contact Name

Contact Info

Spoke With

Details

Phone

E-mail Action

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DateTime

Contact Name

Contact Info

Spoke With

Details

Phone

E-mail Action

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5.14 Media Monitoring Log

Once you have done your job of providing the media with the most timely and accurate information, it is time to monitor the coverage your story is garnering from both local and in some cases, international media outlets. Key criteria to look for is whether coverage had a positive, neutral, or negative tone, and the reach of the story. It is also important to note if the coverage touches upon your key messages and the assess the overall credibility of your spokesperson in delivering those messages.

Your Media Monitoring Log should look like the following:

Date Publishe

d

Media Outlet

Location

Type ReachTone

+ / -

Ratings 1-10Key Messages Spokesperson

Credibility

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5.15 Potential Pitfalls

Avoid using “I.” Speak for the organization using the name or the pronoun

“we.” Avoid the impression that you, alone, are the authority or

the sole decision-maker. Never disagree with the organization you represent saying:

“Personally, I don’t agree,” or “Speaking for myself…”

Avoid speculation. Stick to the facts of what has, is, and will be done. Avoid speculating on worst-case scenarios or pre-

determining possible outcomes.

Avoid making promises you can’t keep. Promise only what you can deliver. State your willingness to explore other options.

Avoid jargon, technical terms or acronyms. Limit their use and fully explain those you must use.

Avoid negative words and phrases. Stay optimistic Avoid highly-charged analogies, like “At least this is not

Bhopal.”

Don’t blame others. Accept your fair share of responsibility. Don’t point fingers at others. Focus your communications on how problems can be

rectified, not whose fault it is.

Avoid using humour as a crutch.98

Humour of any kind is not appropriate in a crisis situation.

Don’t repeat negative allegations. Refute critical allegations concisely. Draw upon and reinforce your key messages of reparation

and support.

Don’t become defensive. Respond to issues not personalities. End debates rather than continue them.

Stay calm in all situations.

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6.0 Evaluation and Moving Forward: Are You On Track?

After the heat of the crisis has died down, don't let negative content define you or your organization. Although you

cannot go back in time and erase what happened, you can now begin to focus on the future and rebuild your reputation, repair public trust, and

strengthening your brand.

Will effective issues management is the more proactive approach, after a crisis, reputation repair is a reactive measure. Over time, managing and controlling your reputation should become easier and easier.

6.1 Evaluation

If you took the time to create SMART objectives, you can now see if you successfully met your goals and begin to evaluate the effectiveness of your crisis communications efforts. By using your original SMART objectives as a measuring tool, you will discover your CCT’s strengths and weaknesses, helping you prepare yourself for future scenarios that could be more or less intense.

Use the following template to plug in your original goals and objectives and compare the outcome of each effort.

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SMART Objective EvaluationOriginal Goal SMART Objective Outcome

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Original Goal SMART Objective Outcome

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6.2 Budgeting

Resolving a crisis situation can be a very costly matter. However, if you don’t do anything, your organization could suffer the risk of extinction. While great efforts need to be made to address the issue at hand, it is important to track your spending on reparations to avoid hitting bankruptcy.

While it is impossible to project the total cost of your campaign, it is important to always keep track of your expenditures. Spending will be an ongoing concern, therefore; your financial experts and senior management team need to be consulted before any large expenses are approved.

The budget template in the Appendix will help you to track your finances.

6.3 Change the Conversation

While it should no longer be necessary to work as intensely as it was in the middle of a crisis scenario, it will still be vital to consistently manage your brand reputation. If you don’t like what people are saying about your organization after the fallout, it is now time to change the conversation.

By publically changing your conduct, you can project an image of a more advanced and mature brand than before the crisis situation occurred. A campaign designed to highlight good works and corporate social responsibility will demonstrate growth and help to restore the public trust.

Corporate social responsibility or CSR is a very popular concept in the marketing and communications industry today. While thinking strategically, you want to make sure that your efforts are still regarded as authentic and sincere without appearing forged – leading to further damage of your reputation and insulting your publics.

Use the following template to brainstorm PR campaign strategies that will demonstrate the reverse of what people are saying about you right now.

While a natural disaster or a crashing stock market are situations that are completely out of your control, diligently following the advice

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given in this handbook and taking responsibility for filling out the templates provided, will help give you perspective, challenge your current mode of conduct, and alert you to possible dangers.

Always remember that proactive issues management is the most effective way to avoid a crisis scenario, keeping you moving in the right direction.

CSR Brainstorming Satellite

Current public perception

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AppendixBudgetary Evaluation

Item Dept. ProjectedTotal

ActualTotal

Difference

ApprovedBy

Item Dept. Projected Actual Differenc Approved

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Total Total e By

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Item Dept. ProjectedTotal

ActualTotal

Difference

ApprovedBy

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Date post:	21-Oct-2014
Category:	Education
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Final crisis communications handbook

Education