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Crisis Communications

Crisis Communications. Networks of Centres of Excellence Annual Meeting December 5, 2011 Chateau Laurier. Overview. Difference between an issue and a crisis Assessing the situation When a Crisis strikes Delivery Do’s and Don’t’s Learning from others

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Crisis Communications

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  1. CrisisCommunications Networks of Centres of Excellence Annual Meeting December 5, 2011 Chateau Laurier

  2. Overview • Difference between an issue and a crisis • Assessing the situation • When a Crisis strikes • Delivery Do’s and Don’t’s • Learning from others • Writing a plan BEFORE a crisis hits

  3. What is an Issue? • An issue is an incident or situation that involves a degree of sensitivity and urgency that may have a negative impact on your organization’s reputation

  4. What is a Crisis? An occurrence: • that is linked to your organization and opposes its core values, programs and activities; or • that is linked to your organization and will cause embarrassment to your president, your board or your community; or • that damages the integrity of your organization • that has the potential to disrupt your day-to-day operations

  5. Assessing the Impact • on your ability to deliver your organization’s mandate, programs, etc. • on the board and its members • on your Stakeholders • on level of potential embarrassment • on reputation • Public or political prominence • local vs. National • on the Minister and/or our Government

  6. NOT ignoring Issues • Embarrassment often stems because the organization was aware but did not take action • Experts say 56% of crisis situations were “issues” senior management were aware of beforehand • The truth is usually revealed in time • Public perception of a cover-up has more legs than a proactive response • You don’t hear about the organizations that handled the issue or crisis well…not newsworthy • The quicker you react and take responsibility the quicker it goes away

  7. http://ottawa.ctv.ca/servlet/an/local/CTVNews/20100901/OTT_Porsche_100901/20100901?hub=OttawaHomehttp://ottawa.ctv.ca/servlet/an/local/CTVNews/20100901/OTT_Porsche_100901/20100901?hub=OttawaHome http://www.cbc.ca/news/canada/north/story/2007/10/26/bc-inuitartistcra.html

  8. When a Crisis Strikes • Convene Crisis Team • Generate overview of issue, perceptions • Scan media and social media • Generate action plan options and assess • Take action • Connect with stakeholders (internal and external ) • Connect with media to lead the discussion

  9. Communications To Stakeholders and Media

  10. Communication is Key • Acknowledge the problem do not underplay impact • BE TRANSPARENT AND FACTUAL • Articulate clearly what steps are being taken to fix the problem • Focus on the long term interest of the stakeholders

  11. Communication is Key • Each interaction is an opportunity to enhance trust and rapport • Be genuine, show your concern and passion for the organization and for correcting the problem • Display a strong understanding of the situation

  12. Communicate, but DO NOT: • Speculate on causes • Discuss liability or responsibility • Use “regret” not “apologize” • Make overly optimistic statements regarding remediation • Minimize extent of problems • Let the media inform your community

  13. Please remember… • People understand organizations make mistakes • People will forgive an honest mistake • People will not forgive dishonesty or a cover-up • Stonewalling only gets you into more trouble • In most cases all damage cannot be erased • The goal is to decrease damage Best Practice: Maple Leaf

  14. Preparing a crisis communications plan • It must address the following four questions: • Who does what? • How do we do it? • Who is the spokesperson? • What do we say?

  15. Where do you start? • Think of all the things that could pose a threat to your organization • What is the worst thing that can happen to your organization? • How will you deal with it? • If there is even a slight chance that it could happen, assume that it will and write it into your plan.

  16. Next steps • Identify the crisis team • Management and communications • Identify the roles and responsibilities • Establish the process • Prepare samples messages • Media advisory • Key messages • Message to staff, stakeholders • Any other products or lists that could be useful

  17. Practice makes perfect (almost) • Create MOCK Crisis Situation • Have participants go through crisis communications steps • Decide on crisis team • Illustrate situation and perceptions • Create action plan options • Discuss and Assess

  18. Questions Jacqueline.Couture@nserc-crsng.gc.ca

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