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Dealing with the Media
Dennis Mulherin – LEQ Assistant Director 2011
A crisis is….
…. Something that poses a threat to the operation and/or reputation of your organization
You Can’t Buy Time in a Crisis
Respond early and appropriately – Have a critical response management plan, with contact details
It is better to over-escalate (then prudently de-escalate if needed)
Stakeholders have immediate demands Everyone has an opinion You need to recognise both courts – Court of
Law and Court of Public Opinion
The Principles
Inundated by phone calls Grapevine goes crazy Issues compound on issues Stress, pressure, long hours Key people will not have time for normal
duties
What you can Expect
If you don’t answer the calls, someone else will!
The information vacuum never exists for long
Respond to the situation…ensure procedures are followed
Develop Key Message Statement Draft Media Holding Statement Gather the facts – who, what, when, where,
how ‘Why’ is not important
The Golden Hour
Key Message Statement is the source doc Q & A document Parents, staff and students Script for receptionist Consider new technologies like Twitter and
Facebook for announcements
Consistent Approach to Communications
3 Key Points People can remember between 3-7 points Operate to the LCD Have facts supporting each key message Becomes the safe harbour that you revert
back to when challenged
Key Message Statement
A student is hospitalised with suspected spinal injuries from a school camp incident
A video appearing on YouTube showing a teacher punishing a student against a set of lockers goes viral
Key statements give assurances
Examples of Crisis
1. The safety and well-being of the students is our number one priority
2. Our thoughts and prayers are with the family and all those affected
3. We are cooperating fully with the relevant authorities
Samples of Key Messages
Buys you 2-3 hours Limit it to confirming that an incident has
occurred and is being dealt with as a matter of urgency, and that a full statement will be issued at the earliest opportunity
Only facts provided are WHAT, WHEN and WHERE
Never release the names of victims!
Media Holding Statement
Syphon calls to give yourself time School can’t tell parents their child has died
– this has to be done by the police. ‘A serious accident has occurred’ It is better for parents to hear about an
incident from you rather than hear it on the local news, via SMS, and email or on a website
Action
Best to inform everyone together rather than in separate locations
Phone (including a recorded message) Website – upload all releases to media/parents Face to face – staff and students Newsletter to parents Media Releases Social Media – Twitter and Facebook Log all communications, including calls to/from
the media
Communication Channel Options
5W’s and a H – who, what, when, where, why and how
Most important to least important Use Key Messages Media may chop the end off messages Assume that a court case will follow….
Document everything Keep all logs, keep all statements
Media Statements
Does your critical Incident Management Plan have one?
Prepare templates in word (.docx) and also keep on a USB
Keep relevant policies in a handbook
Crisis Communication Plan
12 Million digital users Average of 1.5 hours per day 79% of professionals spend at least 33
hours per week online 15 billion web pages viewed per month Average demographic – 35-49 yo greatest
users
Social and Electronic Media (Aust)
The best time to handle a crisis is when there is no
crisis!
A critical stakeholder A conduit to other stakeholders A major influencer You won’t stop the story with ‘no comment’ Are biased (as is every other person
involved)
The Power of the Media
Impact Timeliness Proximity Prominence Emotive Human Interest
What is News
Powerful Influential Biased Under Pressure Cynical Individuals
What are the Media?
Knowledgeable Supportive Opposed YOUR FRIENDS!
What are they not?
They story The facts Your cooperation Inconsistency
What they want
The last word! The power to interpret and distort Full control over the story Little control over editing/headline No desire to issue a retraction/correction
What they have
Credibility Knowledge that they need The right to ask for the story angle Control over your answers
What you have
No comment = guilt Stalling tactics Not being called back Wasting their time Being told how to do their jobs
What they dislike
“Do any of you ladies and gentlemen have questions for the answers I have prepared?”
Dr Henry Kissinger
Working with your Key Messages
Allow you to deflect attempts to derail your message
Allow you to remain in control Allow you to avoid commenting on topics
not part of you messages
Using Transitional Phrases
Let’s look at the overall picture Let’s put that into perspective The important issue here is….. Well, that’s commercial information I’m not at liberty to disclose,
however what I can say is.. Before I go on, let’s get the facts straight That may be the view of one sector of the community, but I believe it’s
important to also consider the bigger picture Last year/month/week, our decision was based on the
information/technology at hand. Now we know/have… There seems to be a lot of misunderstanding/incorrect information here.
Let me clarify some points before we go on I don’t have that information on hand, but when I do, I would be happy
to discuss it further with you I am unaware of (the details of) that report, but I’ll get a copy and then
I’ll be able to make further comment on it. But what I do know is…◦ Source http://rowland.com.au
Transitional Phrases
I don’t think I’m the right person to answer that question. I suggest you speak to…but I an able to say…
Let’s start at the beginning That’s a hypothetical question/situation and I don’t think it is
appropriate to speculate, however the real situation is… Your information/scenario is not accurate. The true situation is… What that means is… That information is the subject of legal action/a police investigation,
but what I can say is… Before we get off that subject/topic, let me add that That’s not my area of expertise, but what I can tell you is… That’s a good point, but I think you’d be interested to know that… Let me answer that by saying… Let me give you some back ground information… Whole that is certainly important, don’t forget that…
◦ Source http://rowland.com.au
Transitional Phrases (cont)
Nerve come with the territory Breathe…relax Speak slowly and calmly Pause
Preparing for the Media
Expect tough questions Eliminate surprises Have prepared answers Rehearse
Anticipate the Questions
Never do an interview ‘cold’ Arrange a time to call the journalist back Check their deadline Have facts/figures to hand
Buy what little time you can
No such thing If you don’t want it published then don’t say
it Avoid off handed comments and sarcasm End of interview is the end of the discussion
“Off the Record”…
Take the initiative and tell your story early Reinforce and answer key messages Correct errors! Remember that the camera is always on
When being interviewed
Tell them something you DO know Avoid ‘um’ ‘ah’ ‘well’ ‘you know’ Never lie or bluff Admit you do not know and agree to find
the answer in a suitable timeframe
If you don’t know the answer
It alienates the audience It makes communicating your point difficult Be sensitive to language and culture Acronyms are an educators companion, but
Avoid Jargon
Arrive early to avoid being flustered Ensure the location supports your story Key messages, key messages Forget the camera and talk to the journalist Short sharp responses Starts upon entry and finishes in your car
Tips for TV Interviews
Single breasted dark suits Avoid stripes, they strobe Conservative tie Pale shirt Neat hair Minimise jewellery Remove sunglasses Remove lanyards, badges etc
Dressing for an Interview
Walk with a concerned look on your face
Don’t forget that you have rights
Preferably stand but sit upright if sitting is unavoidable
Don’t sit in a high backed chair Avoid fidgeting Fold hands on lap, but use hands to stress a point Maintain eye contact with the journalist The camera amplifies mannerisms Drink water prior, but avoid alcohol or milk
products Try filming yourself as a practise to identify those
mannerisms
Body Language
Be polite and take moral high ground It doesn’t have to be adversarial Don’t lose your temper
Check your attitude
Hypothetical questions Questions that seek a personal opinion
◦ Eg: how does that make you feel? Rapid fire questions (answer the one you
like first) Interrupting Paraphrasing – eg: so what you’re saying is
Be Aware of…
The presenter acknowledges the expertise and work of Mrs Sarah Dixon – People and Culture, Rowland http://rowland.com.au
Acknowledgement