350 likes | 508 Views
Media Relations 101 Florida League of Cities Crisis Communications & Media Training. Lisa Nason – Ron Sachs Communications August 12, 2011. Leading Media Professionals. Florida League of Cities Florida Association of Health Plans Governor’s Adoption Initiative
E N D
Media Relations 101Florida League of CitiesCrisis Communications & Media Training Lisa Nason – Ron Sachs Communications August 12, 2011
Leading Media Professionals • Florida League of Cities • Florida Association of Health Plans • Governor’s Adoption Initiative • Florida Association of Counties • Florida Association of Court Clerks • Florida Association of Health Plans • Florida Association of Insurance Agents • Florida Association of the American Institute of Architects • Florida Center for Performing Arts and Education • The Byrd Alzheimer’s Center & Research Institute • Florida Department of Health • The Florida Nurses Association • Leukemia & Lymphoma Society • Whole Child Leon
Media Relations 101 Presentation Overview: Media Training Crisis Communications
Media Relations and Public Affairs Why Engage? • In addition to education and advocacy, proactive media relations is a critical component of the overall public affairs effort to tell your story: • Dispel myths or inaccuracies (economy, taxes) • Drive the discussion • Boost the effectiveness of your efforts by reaching the audience that is critical to you and other elected officials: the public and policy makers
The Role of the Media IT’S A JOB! • Reporters are not the enemy • Tremendous pressure from editors for decent stories • Short deadlines, lean staff • Competition on multiple fronts: • Social media • Print vs. Electronic REMEMBER to HARO! Help A Reporter Out
Media Rules Trust is the Coin of the Realm • Never Lie. Ever. For Any Reason • You will get caught • Your reputation as a source will be destroyed • Never leave the media empty-handed • Be a resource - HARO • Respect deadlines • You don’t have to tell everything you know • Stick to the focus of the story • “Off the record” doesn’t exist, so don’t blab
Media Materials – Media Kit • Fact Sheet • Comprehensive, but easy to understand • Media andAudience Resource • Q&A • Remember: HARO! Make it easy for others to understand • Drive the message – ask questions you want to answer • Good interview preparation tool (and media resource) • Bios, Maps, Graphics, Charts, Statistics • Success Stories or Profiles – make the story come alive with real people and real stories
Which Media? • Media List… • Critically important to target properly – local government reporters; Capitol Press Corps; assignment editors • Don’t forget online industry publications and advocacy sites • News Aggregators • Talk Radio • Public Access & Local Government TV
Media Strategies • Make Your Own NewsTruth Serum • Show the Human Impact • Have a Local Angle to connect to bigger stories • Be ready to act! Timing is everything • Develop News Hooks – Tie into current media cycle • Make It Memorable • Announce something in a new and novel way (HARO!) • Think in terms of visuals – photo and film • Include Media worthy participants and props Golden Fleece
Logistics • Know your deadlines! • Don’t call a reporter after 3:00pm unless you have breaking news or an update • Don’t have an event after 2:00pm if you want to make a 5:00pm package • To hold a news conference in the Capitol, you will need a sponsor (Senator/Representative) • Prepare for the media: multbox, risers, mic stand
The Interview Be Prepared! • Identify three to five key messages (Fact Sheet) • Anticipate tough questions (Q&A) • Shape your message • Be brief, and say what you mean • Prepare sound bites, your most important points • Be prepared for success • Speak simply • Be brief, but avoid yes/no answers. • Don’t use too many statistics • Don’t use professional jargon • Avoid acronyms
The Interview Camera Ready! • Be brief • Act natural – Stand Up! • Don’t fidget…. Use gestures sparingly • Speak directly to the interviewer • Look at the reporter, not the camera • STOP TALKING WHEN YOU ARE DONE
The Interview Control Your Message - Tell the story your way, regardless of the question. - Don’t rush to respond - it is okay to pause. • Make sure that every statement is a message and that the statement is yours. • STOP TALKING WHEN YOU ARE DONE
The Interview Control your message with the bridge technique: 1. “What is more important is to take a look at…” 2. “Before we continue, let me emphasize that…” 3. “No, let me explain…” 4. “While I can’t answer that, it is essential that I…” 5. “Here is the real issue…” 6. STOP TALKING WHEN YOU ARE DONE.
The Interview Think you’re done? • Assume the camera is still rolling, or that the microphone is still on • Remember – there is no “Off the Record” • Assume that you will be taken out of context – it will happen frequently • If you are actually misquoted or a factual error occurs, immediately seek to have a correction issued, and if appropriate, that online editions are also corrected.
Media Relations 101 Presentation Overview: Media Training Crisis Communications
Crisis Communications What is a Crisis? (3 different types) • Operational Crisis – Emergency (Reactive) • Organizational Crisis – Issue Management (Proactive) • Organizational Crisis – Reputation Repair (Reactive) • Case Study: RS&H (Emergency Event) • Case Study: HRMC (Issue Management) • Case Study: FBC (Reputation Repair)
Definition of a Crisis • Emergency: Self-evident. (natural disaster; technology/equipment related; human error) • Issue Management: An unstable condition involving the likelihood of an impending abrupt or decisive change (i.e., critical report or media coverage, imminent legal decision) • Reputation Repair: Integrity or reputation of an individual or organization is threatened (brewing scandal)
Case Study: Emergency Crisis RS&H • National Engineering and Transportation Consultants – 26 U.S. offices • November 6, 2009 – Fatal Workplace Violence • In a 20 minute time period, RS&H went from normal operations to “live” on CNN.
Crisis Details • Company was in a REACTIVE MODE • CEO was traveling. Genuine confusion about details • No crisis communication plan existed • Scramble to deal with media • Local affiliates scrambling for information and interviews – AGGRESSIVE PRESS CORPS – GET THE INTERVIEW! • National media interest. GET THE INTERVIEW! • RS&H sought crisis communication help within 24 hours
Handling the Crisis • Local media relations • Live Press Conference with C-level execs, law enforcement, Mayor, Clergy • Provided CONTROLLED access to small pool of employees, access to family of injured • Daily news releases; milestone press conferences • National media relations • Debunking myths (Lou Dobbs) • Correcting the record (by-the-book termination) • Reinforce the corporate brand: commitment to improvement. Review by safety expert.
Crisis Outcome: SUCCESS • Stopped rumor mill among media, employees • Stopped aggressive pursuit of RS&H employees by engaging in exhaustive media relations • Retained a strong, loyal workforce • Corporate Brand INTACT! Reinforced the corporate brand & commitment to continuous improvement, review of operations, facilities by industrial design and safety experts
Case Study: Issue Crisis Independent Public Hospital • Event: Lawsuit-Mediation Announcement • Company was in PROACTIVE MODE • Development of Integrated Issue Management Plan
Handling the Crisis Crisis Communications Plan • Approved: March 9, 2010 • Executed: March, April, May, June 2010 • Plan Evaluation – Effectiveness Review: July 13, 2010 GOAL: Insure the continued reputation of hospital as the premier provider of healthcare and trauma services in the county. STRATEGY: Combat negative perceptions about hospital that may have arisen as a result of legal proceedings through a media campaign to highlight the accomplishments of the Trauma Program, physicians, and special capabilities.
Handling the Crisis PLAN: Execute integrated positive publicity, paid placement and proactive media relations campaign • Meet with Editorial Board • Meet with feature writer • Organize CEO or leadership blogs • Solicit Letters to the Editor • Develop creative campaign for paid placement • Create one page flyer for internal posting • Draft and distribute PSA’s • Create earned media photo-op event • Create Feature News Release • Secure Op-Ed Placement
Crisis Outcome: SUCCESS • Two featured opinion columns were placed • One strongly favorable earned editorial (Op-Ed) was achieved • Two favorable Business Editor commentary columns were achieved • Three positive feature articles were achieved • Accuracy and intent of article headlines improved dramatically • 100% of potentially negative news packages were squashed • Advertising Value Equivalency (AVE) of earned media: $163,000
Case Study: Reputation Crisis FBC – Florida’s Blood Centers • Year long slow-burn in Orlando Sentinel over perceptions of lavish spending and inappropriate relationships (financial) between agency and board members. • Sentinel focus resulted in Senate hearings • Negative attention is leading to steady string of board resignations
Crisis Details • Brewing controversy over gift cards • Outrage over CEO salary ($600+K) • Senate Hearings – pledge of change • Undisclosed CEO performance bonus • Employee layoffs • Orlando Sentinel calls for resignation Note: EXTREMELY DIFFICULT TO MANAGE REPUTATION REPAIR IF LEADERSHIP DOES NOT ACKNOWLEDGE PROBLEM!
Handling the Crisis 1. Arrogance toward Media • Stonewall attitude (“It’s just one newspaper!”) • Policy of “No Comment” by Board • Policy of not providing records (“We’re not in the sunshine.”) • Policy of no interviews by media relations staff • Policy of no editorial board contact (“They are the enemy!”) 2. No proactive reputation management • Others (media, public) were allowed to define the story • Community advocates were taken for granted • Employees were ignored
Crisis Outcome: UNFAVORABLE “Resign… In taking a pay hike and dragging her feet on reform, the CEO has shown she's not fit to lead blood bank.” HEADLINE February 19, 2010 FIRST CALL TO PR FIRM: February 20, 2010
Handling the Crisis • Crisis Communication Principles: • Never try to lie, deny or hide involvement. • When the news is bad, tell the truth and tell is fast! • If you ignore the situation it will only get worse. • Don't let the lawyers make the decisions!! While they are well intentioned it may cause the crisis to escalate • The public and media decides what they are interested in – not us! • Protecting a reputation is far easier than repairing. Public relations professionals must serve as voices of caution and counsel! • Evaluate who wins: Court of Law versus the Court of Public Opinion?
Crisis Communication Planning Development of Crisis Communications Plan Do It NOW! Meet with Senior Executives NOW! (tell it to sell it) • Plan elements • Guiding Principles • Crisis Team – include contact grid; Update every 30 days • Assign Key Roles (Contact Grid; Spokesperson) • Media prep –media list, fact sheets, • Primary Contact Points – Front Desk Phones • Message Development – Develop Scenarios • Media Training for Company Executives • Protocols for Interested Media (Non-adversarial)