Crisis Communications: After 9/11

1. Crisis Communications: After 9/11 ALA Annual Conference— Atlanta, GA June 15, 2002 Presented by Bryan Specht, Director, Weber Shandwick Global Crisis Management

2. Who are we? • Weber Shandwick, a unit of The Interpublic Group of Companies is the world's largest strategic communications agency, with offices in major media, business, and government capitals around the world.

3. Our Objective Today • To learn how to identify a crisis and communicate effectively in order to better manage the situation and also survive with your library’s (and perhaps your industry’s) reputation intact.

4. Today’s Agenda • 1. What is a crisis? • 2. Classic examples and case studies. • 3. Smart crisis management. • 4. Preparation pays. • 5. What September 11th has shown us. • 6. Audience examples of crisis cases for discussion. • 7. Questions and answers.

5. What Is a Crisis?

6. A difficult period of actual or perceived damage to an institution, unit, individual, or brand, triggered by a sudden event or a rapidly developing problem. A crisis may affect safety or security, financial stability, reputation or the general ability to conduct business. Crisis (krī´sĭs) n., “How We See It . . .”

7. Crisis Management or Crisis Communications? • Communications is key to crisis management: • Internal - Decision making, logistical support, flow of information, strategic planning. • External - Reaching your constituents to calm concerns or mobilize them, sharing information to gain necessary support, demonstrating your commitment in order to protect your reputation.

8. An Issue or a Crisis? • Issue: • Early warnings • Sufficient time to develop strategies • No immediate harm or disruption to business

9. An Issue or a Crisis? • Crisis: • Imminent threat to “business as usual” • Imminent threat to institution • Media attention – either immediate or potential • Possible harm to individuals or property

10. You Might Be In A Crisis If . . . • Natural disaster • Criminal acts - bombs, computer hacking, kidnapping • Employee/Volunteer/Library User actions • Accidents • Discrimination or harassment • Violence • Violations of law or library policies • Sabotage

11. You Might Be In A Crisis If . . . • Legal/government action – investigations, regulations, law enforcement • Financial actions – funding, endowments, embezzlement • Special interest group opposition – protests, boycotts • Sudden management changes raise questions

12. Some Signs You’re In A Crisis • The media are knocking at the door • Rumors are afloat • News may leak at any time • The library’s reputation is potentially at stake • Safety is a concern or lives are threatened • Opponents are vocal and even some friends are raising questions

13. “There, but for the grace of God…” • A crisis may happen anywhere -- anytime • High profile libraries may be more susceptible to some crises • Bad things CAN (and DO!) happen to good libraries • New threats develop regularly -- be aware

14. Classic Examples and Case Studies

15. Recognizable Crises: • Airline crashes (TWA 800, Pan Am 103, AA 587) • 1993 World Trade Center Bombing • “Big Tobacco” • Ford Firestone Recall • Exxon Valdez • Enron • Tylenol Cyanide Incident • Monica Lewinsky

16. But now, of course . . . • September 11th has changed the entire world, and it has fundamentally and permanently changed the way that we understand and address crisis situations.

17. Good Crisis Management:Tylenol Cyanide Incident • Jim Burke, Johnson & Johnson CEO - Immediately expressed commitment to and concern for customers • Was not afraid to pull their products and lose sales in the short term in order to protect public safety • Honesty and commitment elevated consumer trust in J&J and the damage to the Tylenol brand was minimal (full market share was restored within a year) • Redefined the way that companies deal with concerns over public safety by taking action -- not just talking

18. Bad Crisis Management:Ford Firestone Tire Recall • Dribbled out information - “Drip, drip, drip” • Started with a partial recall • Withheld important information and pointed fingers • Did not put the safety and security of customers first -- made litigation strategy the focus • Penny-wise was truly pound foolish!

19. The Basic Lesson . . . • “Doing the right thing” is not only the socially and morally responsible thing to do, it is usually the best thing for the long term success of your business or organization.

20. Smart Crisis Management

21. Why Practice Smart Crisis Management? • Bad news travels fast • Media thrive on bad news • Preserve library reputation • Smart crisis management is far simpler than rebuilding a damaged reputation

22. The “Publics” Give Me the Facts And I’ll decide. + - Most People Are Here. I will never support the library. Those people are crazy! The library is the best ever and I’ll believe anything they say!

23. Ground Rules: When It Hits the Fan... • Openly and quickly share the facts with the public • Accept responsibility when you are at fault • Show you care

24. Leadership: “The Three C’s” • Candor: Be honest, take necessary responsibility and don’t set unreasonable expectations. • Concern: Concern for health and safety needs to be foremost in responding. Show some controlled emotion and empathy (but don’t overdo it!). • Courage: Don’t hide from the issue. A leader is not afraid to stand up, take responsibility and get at the source of the problem.

25. Messages That Work • Facts • Concern • Commitment to actions • Specifics whenever possible or appropriate

26. Phases of Crisis Management • Preparation • Incident management • Immediate Recovery • Rebuilding It happens here. *

27. Keys To Navigating A Crisis • Consider, above all other factors, the health/safety of visitors, employees, public and community • Gather all facts as rapidly as possible • Immediately notify -- and maintain contact with -- appropriate local authorities ( Police, Fire, etc.) • Have someone with a legal perspective involved • Develop answers to predictable questions

28. Keys To Navigating A Crisis • Maintain records of all proceedings • Encourage candid discussion of solutions • Communicate quickly and fully with one another and public • Monitor events and adapt as necessary • Lead and facilitate investigation • Don’t be afraid to say “I don’t know”

29. The Internet in a Crisis • Your Web site • Add crisis news promptly • Consider a “dark website” to activate quickly in extreme situations • Internet • Monitor news reports, specific sites and chat rooms • Monitor incoming e-mail closely

30. Communications Goals in a Crisis • Contribute to ending the crisis • Protect your library’s reputation • Reduce tension • Demonstrate commitment to values • Communicate promptly and continuously to maintain control of flow of information

31. Communications Procedures • Develop talking points/holding statements • Centralize incoming calls to appropriate spokespeople • Respond as quickly as possible to media calls -- but don’t panic and don’t compromise accuracy • Make announcements promptly, unless special circumstances exist • Communicate with each audience as directly as possible

32. Spokespeople • Limit number of spokespeople • Select spokespeople who have credibility with their corresponding audience(s) • Use most senior leader to take overall accountability • Training is vital - even a quick on the spot “mock interview” can be very helpful

33. Some Questions to Expect • What caused the incident? • What is the library procedure to handle such an incident? • Will there be an investigation? • What is being done to mitigate the risk? • Has this happened before? If so, when? • What is the library policy on this matter?

34. Developing your Messages • Clarify your objective • Organize your facts • Anticipate your toughest questions • Know what you want, and don’t want, to say • Stay focused on 2 - 3 Key Messages (facts, concern, commitment, action) • Use anecdotes, examples and illustrations

35. When Risk and Fear are Issues • Listen. Don’t be compelled to constantly speak. • When you do, speak clearly and with concern • Avoid unreasonable comparisons and statistics • Tell what you know, what you don’t know • Whenever possible talk about actions

36. Crisis Rules to Live By • Be part of the solution (especially if you were part of the problem) • Honesty is STILL the best policy • And, be prepared. It can make ALL the difference

37. Preparation Pays

38. The Crisis Response Team • Library leader • Key librarians and staff • Trustees representative • Volunteers representative • Communications • Legal • And make sure you are prepared to quickly reach out to key friends and allies of the library

39. Organize Your Team • Develop and maintain a comprehensive contact list for team (24 hour contact information) • Establish notification system • Meet periodically to discuss threats and develop strategies • Designate and train spokespersons

40. Identify Your Audiences • Library Users / General Public • Employees • Community • Government / Law Enforcement • Media • Any Others

41. Communications • Prepare audience lists (media, stakeholders, friends) • Reach out to media regularly and maintain key relationships • Have your policy guidelines and institutional facts updated and available • Assess potential crises and draft talking points/ statements

42. Communications • Seek opportunities to neutralize potential flash points • Monitor news for potential emerging problems • Conduct drills to stay sharp

43. Interview Lesson #1:YOU are the teacher! • 1) When you get the call, remember: you have the answers; the reporter has the questions. You are educating them!

44. Interview Lesson #2:You have a bladder! • 2) Don’t get “steamrolled” by a reporter. You are allowed to be a human being. • Don’t take the interview on the spot. Tell them you will call them back or ask them to email you their questions and you will get them responses.

45. Interview Lesson #3:What does “on background” mean? • 3) It does not exist! There is no “off the record” or “on background” or “not for attribution” in a crisis. A “leak” means someone is setting someone else up. And it probably means you need help.

46. Interview Lesson #4:Go have a beer with a reporter. • 4) Knowing people in your local press who you trust and have established a relationship with will be very valuable in a crisis. • (But you are still the teacher!)

47. What September 11th Has Shown Us

48. Redefining Leadership in a Crisis: Giuliani and the “Three C’s” • 1. Candor - Did not make overblown promises or create false expectations. No “sugar coating”. • 2. Concern - Demonstrated his concern for the families from the first minutes until today. • 3. Courage - Went straight to the front lines without hesitation.

49. The Top 10 Management Lessons From 9/11 • 10. Communicate openly and frequently with your audiences before a crisis occurs. • 9. Embrace “best practices.” We all can learn something from each and every experience. • 8. Be human. You may get back to business quickly – but emotions will heal much more slowly. • 7. Remember to salute and respect your entire team – before, during and after a crisis – they are your strength. • 6. Back up information daily – and also keep important backups offsite.

50. The Top 10 Management Lessons From 9/11 • 5. Assign “ownership” over crisis management. • 4. Simulate and train regularly. • 3. Have a plan in place – keep it brief and keep it current. • 2. Listen for early warnings – and check them out. • 1. Prepare for the unthinkable: It may happen.