When Bad News Happens: tips for crisis communications

When Bad News Happens: tips for crisis communications

Dr. Joe Brennan, APR Associate Vice President for University Communications

University at BuffaloJune 2009

What is a “Crisis”?

Any non-routine event that…• Causes serious harm to people or

property• Significantly disrupts operations• Threatens viability

Or poses a serious risk of the above

Crisis Management is a Process

Stage 1: Prepare

• Build good relationships.• Get ready to respond.• Pay attention to warning signals.

Prepare: building good relationshipsSix dimensions of org-public relationships

1. Control mutuality2. Trust*3. Satisfaction**4. Commitment**5. Exchange relationship6. Communal relationship

Source: L. Grunig, J. Grunig, & D. Dozier, Excellence in public relations and communication management., 1992.

Two-way models

3. Asymmetrical4. Symmetrical

Prepare: building good relationshipsOne-way models flow of info

1. Press agentry/publicity 2. Public information

Source: J. Grunig & T. Hunt, Managing Public Relations, 1984.

Prepare: getting readyWrite a crisis plan1. Identifies risks and responses.2. Establishes crisis team and sets roles. 3. Spells out values and principles that

will guide response and communications.

4. Outlines general approaches and techniques.

5. Provides authority to act and to communicate.

Prepare: getting ready

Train your people NIMS/ICS courses (online)

www.training.fema.gov Crisis drills (tabletop, field) Risk communications Media interviews

Prepare: watching for warning signals

Horizon scanning• Internal factors• External forces

What to watch• Rumor mill• Traditional media• Social media• Personal networks• Enforcers (police, internal auditors)

Stage 2: Respond

Operational response• NIMS/ICS

Communications response1. Identify affected publics. 2. Develop core messages. 3. Select spokesperson. 4. Communicate – and keep communicating.

The ICS Structure

The public information officer is a member of the command staff, responsible for developing and communicating all external messages.

Respond: identify affected audiences1. Victims – and others directly affected. 2. Employees, customers and suppliers. 3. Other stakeholders – indirectly affected. 4. The news media.

Respond: develop core messagesFirst, ask four key questions:

1. What happened?2. How are we fixing it? 3. Why did it happen? 4. How is it affecting our ability to provide

services?

Respond: develop core messages Then add three statements

1. We are sorry about the effect it’s having. 2. We are working closely with the authorities

– and with those who are directly affected. 3. We’re committed to seeing that this never

happens again.

Respond: selecting spokespersonPop Quiz!The best spokesperson is (choose one):

A. Highly competent technical expert.B. Strongly dedicated, committed senior

official.C. Professional communicator, honest and

open.D. Empathetic and caring individual.

Respond: selecting the spokesperson

Caring and empathy Honesty and openness Expertise and competence Dedication and commitment

50%

20%

15%

15%

Source: Columbia University Center for Risk Communication

Four factors determine perception of spokesperson’s trustworthiness:

Respond: choosing the channelsDirect methods (“push”)

• Text messaging• Email• Public address systems• Signs and posters• Face-to-face visits• Phone calls

Controlled methods (“pull”)• Web sites• Bulletin boards• Social media you manage

Uncontrolled methods (“pray”)• Rumor mill• News media• Social media you don’t manage

Respond: surviving the first 48 hoursThe first two days set the tone for all the rest.Day 1: what happened

a) Notifying key audiences.b) Establishing the facts.c) Supporting victims and other affected audiences

Day 2: why it happeneda) Reinforcing facts, correcting misperceptions.b) Giving an expanded view of organization’s

response.c) Reinforcing relationships with audiences and allies.

Respond: 5 Commandments1. Communicate quickly and directly

with those who are most affected.2. Be the first one to tell your story.3. All the bad news must come out

at once.4. Speak with one clear voice.5. Keep on communicating.

Respond: working with reporters

Respond: the story triangle

Villain

Victim

Vindicator

Secrets of successful media relationsSecret # 1 News reporters don’t write “articles” – they write “stories.”

Secret # 2 News is what reporters and editors say it is.

Secret # 3 It’s much better to talk to reporters than to avoid them.

Secret # 4 Interviews are not normal conversations.

Secret # 5: You can’t whitewash a pile of manure.

Secret # 6: The news media are less powerful now.

Responding: case study

University of Houston Faculty Drinking on Students’ Dime?May 6, 2009

I:\documents\My Videos\RealPlayer Downloads\UH faculty drinking on students' dime Video abc13.com.flv

Source: http://abclocal.go.com/ktrk/video?id=6800228

Responding: Univ. of Houston

Reporter President

Students

Responding: Univ. of HoustonUniversity tells employees it is enforcing travel rules –

in response to Ch. 13’s investigation.

President Khator responds to reporter’s questions - by email

Responding: Univ. of Houston

Source: http://abclocal.go.com/ktrk/story?section=news/13_undercover&id=6808062

University of Houston Makes Changes After InvestigationMay 12, 2009

..\My Videos\RealPlayer Downloads\University of Houston makes changes after 13 Undercover investigation - 5 11 09 - Houston News - abc13.com.flv

Responding: citizen journalists

Hostile Blogs•When to respond?•When to ignore?

Responding: Social media

“Speaking is silver, listening is gold.”- Turkish proverb

Social media let you LISTEN and BUILD RELATIONSHIPS

•Blogs•Wikis•Twitter•Social networking sites

Stage 3: Recovery• Rebuilding trust• Learning from the

experience

Recovery: rebuilding trust

Seven steps are necessary.1. Candor 2. Explanation 3. Declaration 4. Contrition 5. Consultation 6. Commitment 7. Resolution

Source: Jim Lukaszewski, Public Relations Quarterly, Fall 1997.

Recovery: learning the lessons

Five variables to evaluate:1. Effectiveness of spokespersons 2. Communication of key messages 3. Containment of negative messages 4. Impact on customers 5. Impact on employees

Source: Katie Payne, PR News, Aug. 18, 2003

Final thought: managing expectationsRealistic expectation for crisis communications:

• Your college gets the benefit of the doubt.• You’re not cast in role of villain.• You’re seen as honest, caring, competent.

Unrealistic expectations:• Your college can avoid anger and scrutiny.• You will fully control the message.• You can unilaterally decide what, when and

how to communicate.

Crisis Management is a Process