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June 22, 2007

June 22, 2007. When, not if: disaster planning from a communications perspective. “When, not if”. “ Calamity is the perfect glass wherein we truly see and know ourselves. ” -- Sir William D'Avenant. “When, not if”. A crisis: Interferes with normal operations

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June 22, 2007

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  1. June 22, 2007 When, not if: disaster planning from a communications perspective

  2. “When, not if” “Calamity is the perfect glass wherein we truly see and know ourselves.”-- Sir William D'Avenant

  3. “When, not if” • A crisis: • Interferes with normal operations • Has potential for rapid escalation • Crises can create: • Intense scrutiny from media, customers • Implications for company reputation, relationships and liabilities • Opportunities to “do the right thing” and make gains among key stakeholders • Challenges/opportunities

  4. It comes in all shapes and sizes • Man-made disasters, e.g. Oklahoma bombing, 9/11 • Natural disasters, e.g., hurricanes, (Katrina), floods, (Houston), tornados (Arkansas), earthquakes (California), wildfires (CA again) • Medical disasters e.g., bird flu

  5. What are we trying to accomplish? • Crisis communications objectives: • Demonstrate leadership • Show compassion • Be transparent • Do no harm

  6. Preparing • Develop an operational crisis plan • Create a communications structure • Assemble a top-level crisis communications team • “Plan your work, then work your plan,” (but always be flexible)

  7. Before, during and after the plan • Build your well of good will • Forge strong relationships with key influencers • Know who will speak • Practice with “minor” issues • Have technology tools ready

  8. When it happens • Get your bearings • Know you won’t know • Mobilize the team • Open lines of communication • Consider the narrative • Speed is everything

  9. Remember your own • Employees and their families • Civic leaders • Union representatives • Influencers • Even your own opponents

  10. Assess the situation • Establish the facts: • Amount and type of damage • Geographic impact • Number of customers affected • Anticipated duration • Evaluate: • Monitor evolving conditions • Continuously evaluate response activities

  11. Assess response options • Evaluate external communications needs • Designate company spokesperson • Proactive v. reactive media response • Collateral media materials • Web content, if needed • Staffing and logistics • Media activity • Constant analysis

  12. Consider the media’s agenda • Reporters are looking for conflict, drama • Anticipate questions in advance • Be truthful, sincere, accurate, in control

  13. A leader’s role • The strength of being there • Relying on the bench • Rally out of the bunker

  14. Crisis plans are never shelved • Conduct periodic scenario testing • Update the plan quarterly to keep current • Rehearse your plan, given a specific set of facts

  15. “When, not if” “There cannot be any more crises this week. My schedule is already full. ”-- Henry Kissinger

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