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Crisis Communications Master Class
Nick LanyiRagan Consulting Group
AustinFebruary 15, 2019
Agenda
9-10:30 Crisis planning: How to lead the creation of an effective crisis plan
10:30-10:45 Break
10:45-noon Media training for crisis communications
Noon-1 Lunch
1-2:30 Thriving in the fray: Effective communications in a crisis
2:30-2:45 Break
2:45-4:30 Exercise + Restoring reputation: Repairing damage after a crisis
Things Have Changed…2000 TODAY
Traditional news media trusted Traditional news media under attack
Alternative media marginal Alternative media central
Strong gatekeepers No gatekeepers
Fact-based journalism Opinion-based journalism
Content creation limited Content creation exploding
Authority Authenticity
AUTHENTICITY, not authorityENTERTAINMENT, not informationSHOW, not tellOPINION, not neutralityPEOPLE, not experts
What Today’s Media Consumer Wants
AESOP
Tell a Good Story
Stories that are
emotionally compelling
engage more of your brain.
As the tension rises, our
bodies release cortisol to
sharpen our focus and
maintain our attention.
Our brains release oxytocin
(NOT OxyContin!) and we
feel empathy and
generosity.
Your brain
1.
2.
3.Your brain on storytelling
4.Character-driven stories
consistently produce more
oxytocin.
The Plan
Risk AssessmentStakeholder AnalysisMessage DevelopmentApproval ProcessPlaybookPractice
Benefits of Crisis Planning
Risk Assessment
Types of Crises
• Operational• Production• Health & Safety
• Cybersecurity• HR• Financial• Legal• Political
• Social Media
Risk Assessment
• Peers, similar industries
• Start with existing risk framework
• Use the news
• Ask around
• Risk summit
• Add what you know
• PRIORITIZE
RiskAssessment
Scenarios
Risk Assessment & Scenarios - Example
RISKSOperationalGas leakGas explosionWorkplace accident
FinancialEarnings missAccounting irregularities
RegulatoryCarbon taxMethane
Gas explosion1. Minor, no injuries2. Major, injuries/death
Carbon taxPublic affairs is managingWon’t be a surprise
SCENARIOS
EXERCISE
Stakeholder Analysis
Reputation management is about stakeholders.
360 Approach
Community
Media
CustomersShareholders
Employees
“Know Your Audience”
• Who are your stakeholders?
• What motivates them?
• What questions will they have?
• Ask. Research. Put yourself in their shoes.
Stakeholder Mapping Tools
EXERCISE
Message Development
For each scenarioDeliver your story to key stakeholders:• Background information• Talking points• Statements• Key messages, proof points,
examples• Q&As
Approval Process
• Crisis time = hours & minutes, not weeks & days• Alert legal, regulatory, etc. to potential problems• Work out kinks before the crisis• Make your case now• Be realistic
Playbook Elements
For each scenario
• Crisis Management Team
• Crisis Communications Team
• Key stakeholders
• Strategic principles
• Background documents
• Message materialso talking pointso statements (external & internal)o social media (sample FB post, tweets, etc.)o Q&Aso other
• Spokespeople
Crisis Communications Team
• Traffic cop
• Rapid response/messaging lead
• Media relations lead
• Social media lead
• Recovery lead
• Stakeholder liaisons
• Leader
Playbook
• No right or wrong format, but increasingly in shared doc form
• Must be:• Easy to understand• Accessible by crisis team• Updated every 6-12 months
• Internal and third-party allies
Spokespeople
• Media training
• Develop relationships with reporters
How to GetC-Suite Buy-In
• Find a Champion
• Demonstrate the Cost
• Start Small
• Simulations
How to GetC-Suite Buy-In
QUESTIONS?
Media Training
What is a Media Interview?
It’s a business meeting in which you communicate key messages by telling a story.
Why Engage with the Media? (General)
Project key messages to important audiences
Build awareness of organization, brand, leaders
Foster relationships with reporters, outlets to become a go-to source
If you don’t, your competitors and critics will
Why Engage with the Media? (Crisis)
Frame the crisis yourself – maintain control of story
You are the best source for reporters who are compelled to cover it
Amplify crucial messages: instruction, defense, apology, pivot
If you don’t, your competitors and critics will
Know the Media
• Need to create content 24/7• Fresh angles – advancing the story• POV, emotion• Can’t be boring• What’s the headline?• News, news, news
Know the Media Mindset
DO:• Know what they do• Be responsive• Talk straight• Educate them• Give them sound bites• Have a point of view• Tell the truth
Know the Media Mindset
DON’T:• Be irrelevant• Try to “win them over”• Use jargon• Be vague• Be boring• Meander• Lie
InterviewTechniques
Before You Start…
Before You Start…
• Find out as much as you can about the reporter’s angle• Do a pre-interview if possible• Remember: you control the interview
Key Messages
Key Messages
• 2-3 only• Tailored to the interview• Internalize, don’t memorize• Weave them into the story
Proof Points
Proof Points
• Back up each key message with proof points• Numbers• Statistics• Appeal to 3rd party validation
• Short, easily digestible• Only 1 or 2 per key message
Visualizing
Visualizing
• Painting a picture will make your message and proof point come alive• Human beings• Concrete examples• Personal experience => POV
Proof Point & Visualizing Example
Key PointWe are doing everything we can to ensure the safety of everyone in the community.
Proof PointWe’ve deployed our entire fleet of emergency repair trucks and placed all repair technicians on emergency standby.
VisualizationOne of our senior technicians got married last weekend. He has postponed his honeymoon to lead his repair crew during the current crisis. (We are going to pick up the tab for the honeymoon when it’s rescheduled.)
Bridging
Bridging Phrases
• “The real issue is…”• “Let me tell you about…”• “What’s important to remember is…”• “Let me put this in perspective…”• “I can’t address that. But what I can tell you is…”
Bridging Example
QuestionHow could you let this cybersecurity breach happen?
BridgeThis is a criminal investigation and we can’t comment on the cause at this time. What we can say is this:
Key PointWe care deeply about our customers’ privacy. We take responsibility for this breach in our security. We will fix the problem and do whatever we can to help anyone whose personal information was compromised.
Flagging
Flagging Phrases
• “The key point is…”• “What really matters is…”• “If you remember only one thing I say, it’s this…”• “The bottom line is…”• “This is important…”
Flagging Example
QuestionSome residents of neighboring communities say the assault that occurred on your property is a symptom of your turning a deaf ear to the community’s concerns.
FlagWe are always ready and willing to listen to our neighbors. We actually meet with community representatives twice a month. The bottom line is:
Key PointThis is our home. We love this town. And we are committed to staying here, providing good jobs and being a good neighbor, for years to come.
Silence is Golden
Don’t Forget the Story
• Key messages fit into a narrative• Who’s the hero? What is his or her goal? What is the
tension – obstacles, drama? How does your organization fit in?
• You don’t have to tell the whole story. But you have to know it.
Tips for Crisis Interviews
• Prepare answers for the most common questions and the most difficult questions
• Stay calm• Never say “No comment”• Don’t guess• Don’t speculate• Don’t volunteer information• Don’t ask, “Does that answer your question?”
THE CAMERA IS ALWAYS ON
THE MIC IS ALWAYS HOT
THE REPORTER IS STILL ON THE LINE
Media Training Exercise(1) FIRST SESSION: THE BASICS
• Group training: short interviews on camera (5-7 minutes) with follow-up questions
• Three questions• Tell me about your organization• What are your goals for the next three years?• What is your biggest challenge?
Media Training Exercise
(2) SECOND SESSION: CRISIS TRAINING• Solo training: one-on-one interview with crisis
spokespeople using a scenario simulation• Start straight• Follow up with aggressive questions• Throw curveballs• Critique
Nothing is “off the record”
Media training is an ongoing process
QUESTIONS?
A Classic
The Crisis
First Steps
• Get the facts
• Assemble team
• Triage: assess needs, resources & prioritize tasks
• Internal messaging as needed
• Plan today & tomorrow
• Start monitoring
• Call in help if needed
Keep the Focus on Stakeholders
• Leadership will be freaking out• Business & legal imperatives paramount in C-suite discussion• Assert the need for effective communications -- not to
placate your team or the media but to shape narrative for stakeholders
• Emphasize long-term impact on brand
Messaging: Day One
• Placeholder statement
➢ “We are aware of the incident at our Brentwood location. We will provide additional information as soon as possible.”
• If necessary, correct mistakes/rumors calmly & straightforwardly
• Provide information and show compassion
• Take responsibility as appropriate
• Remember the bigger story
Stakeholder Outreach
Work Flow/Process
• Team check-ins 2-3x day, evening email (or whatever works for you)
• Traffic cop must set up a process
• Approvals must be expedited
• Monitor team morale, stress
Media Inquiries
• Be responsive
• If you don’t tell your story, someone else will
• Reporters need you more than ever
• Think ahead
Prioritizing Media Inquiries
• Be selective if it fits your strategy• But don’t alienate unnecessarily• Ignore fringe outlets that aren’t operating in
good faith• Sow seeds for recovery
What to Avoid
• Acting contrary to values
• Lying
• Silence
• Confusion
• Ignorance
• Mixed Messages
• Defensiveness
• Combativeness
Reactive
Once the record is corrected and your narrative has been established, shift the conversation to better ground:• Values• People• Stakeholders want to believe• Use opportunities to “close and pivot”
Proactive
United Airlines
United: First CEO Statement
“This is an upsetting event to all of us here at United. I apologize for having to re-accommodate these customers.”
United: CEO to Employees (leaked)
“While I deeply regret this situation arose, I also emphatically stand behind all of you, and I want to commend you for continuing to go above and beyond to ensure we fly right.”
United: CEO Day Three
“The truly horrific event that occurred on this flight has elicited many responses from all of us: outrage, anger, disappointment. I share all of those sentiments, and one above all: my deepest apologies for what happened. Like you, I continue to be disturbed by what happened on this flight and I deeply apologize to the customer forcibly removed and to all customers aboard. No one should ever be mistreated this way.”
Starbucks
Apologies
Protesters
Social Media Crisis
Social Media Crisis: Best Practices
• Engage in a timely manner
• Monitor
• Landing page for extended issues
• Let allies defend you
• Establish & use social media protocols
➢ What is a crisis?➢ Escalation protocol➢ Engage, don’t inflame
Social Media: What to Avoid
• Delete their posts (unless abusive)
• Get emotional, defensive or abusive
• Start a fight (Rule of Three)
• Delete your posts
• “Corporate speak” or lack of transparency
Boo-Boos on Social Media
• Take it down, apologize, explain and move on
Example
@KitchenAidUSA: “Obamas gma even knew it was going 2 b bad! ‘She died 3 days b4 he became president”.”??? Wow!” #nbcpolitics
This tweet was issued from the KitchenAid twitter accountduring a nationally televised presidential debate in 2012:
Response: Placeholder
KitchenAid immediately took down the tweet and posted an apology:
Deepest apologies for an irresponsible tweet that is in no way a representation of the brand's opinion. #nbcpolitics
Response: Taking Responsibility, Apologizing, POV
KitchenAid also posted this statement and sent it to reporters:
During the debate last night, a member of our Twitter team mistakenly posted an offensive tweet from the KitchenAid handle instead of a personal handle. The tasteless joke in no way represents our values at KitchenAid, and that person won’t be tweeting for us anymore. That said, I lead the KitchenAid brand, and I take responsibility for the whole team. I am deeply sorry to President Obama, his family, and the Twitter community for this careless error. Thanks for hearing me out. –Cynthia Soledad, senior director, KitchenAid
Cybersecurity Crisis
Cybersecurity: #1 Crisis
Orgs Mobilized Crisis Team in Past Three Years For:
Cyber incident 46%Safety incident 45%Security incident 35%Performance issue 34%Govt/environmental 34%
Source: Deloitte.
Cybersecurity Best Practices
• Provide frequent updates and show progress
• Disclose as soon as you can
• Before a crisis: Educate users/customers
• Create secure information channels
• Be as transparent as possible about security precautions and be able to communicate clearly about them in a crisis
QUESTIONS?
EXERCISE
The Recovery
Think Ahead During the Crisis
• Start planning recovery before the crisis• Develop a recovery strategy during the crisis• Keep track of promises made and hold your
peers and leaders accountable• Rely on your organization’s values and
strengths to fuel the recovery• Ask for help -- activate stakeholders and
surrogates• Most of all: TELL A STORY!
But first…
Crisis Response Assessment
• Not a personnel evaluation exercise (yet)• What worked, what didn’t• Lessons learned about stakeholder reaction• Are your brand values and narrative as
established as you expected?• What bridges need mending?
Measure, and React
• Invest in research to understand key stakeholders’ views in detail
• Leaders must be made to understand extent of damage
• Try to move the needle
Don’t Slide Back into the Crisis Hole
• Any unresolved issues?• Keep communication going with
stakeholders, reporters• Look out for investigations, follow-up stories• Don’t act like it’s over – everyone will notice• If you make changes, tell people
How Does Recovery Happen?
• Stakeholders will forgive if you take responsibility, explain and fix
• Organization also needs to keep promises and inform shareholders
• Use progress to reinforce the narrative
Use the News Timeline
CRISIS
CRISISFALLOUT
(week 3,4)
CRISISFOLLOW-UP(month 2,3)
PROGRESSREPORT
(month 6)
Use inevitable news stories to your advantage by having something to say that reinforces your story
Don’t Bury the Past
• Don’t get cocky: remain humble, responsible and accountable
• Never convey that you are trying to pretend the crisis didn’t happen
• Stakeholders are watching for signs that “you didn’t really mean it”
• Talk about lessons learned and fixes made – focus on positives but don’t deny the past
Executive Profile Development
QUESTIONS?
About Ragan Consulting Group
Mark Ragan and Jim Ylisela created Ragan Consulting Group to help corporate communicators of all skill-level, across every industry, improve their communications strategies.
RCG offers half-day or full-day workshops on:
• Writing and Editing
• Video Storytelling
• Brand Journalism
• Crisis Communications
• Internal Communications
• Infographics
• Media Training
• Speechwriting
• Communications Measurement
Whether you have a team of three—or 30, RCG will come to your headquarters to train your staff all at once. No budgeting for employee’s airfare, hotels or meal expenses. Just one flat fee.
If you’d like to bring Nick, Mark, Jim or another RCG expert to your organization, email Rebecca Shaffer at [email protected].
