Handling Crisis: The Power of Protocol (2)
- 1. Bob “Pritch” Pritchard, APR, Fellow PRSA Kyle Golding, CEO / Chief Strategic Idealist The Golding Group
- 2. Basic Definition of a Crisis Surprise Threat Short Response Time
- 3. Basic Definition of a Crisis An organizational crisis is a specific, unexpected and non- routine event or series of events that create high levels of uncertainty and simultaneously present an organization with both opportunities for and threats to its high-priority goals. Ulmer, Sellnow, Seeger (2019). Effective Crisis Communication: Moving from Crisis to Opportunity
- 4. Key Components of a Working Definition Unexpected Non-routine Produces uncertainty Creates opportunities Threat to image, reputation or high-priority goals
- 6. Defining the Environment Two Types of Crisis - Planned and Unplanned
- 7. Planned Crisis Sufficient notice to enable planning Have some control over timing of release Can usually rally the right resources
- 8. Unplanned Crises Little or no warning No control over timing “Go with what you have”
- 9. Stages of a Crisis Initial reports (1) Lack of reliable information High state of confusion
- 10. Stages of a Crisis First reports (2) Demands for action Search for details/witnesses
- 11. Stages of a Crisis Sustainment (3) Second Guessing Causes/victims Urban myth/conspiracy theories
- 12. Stages of a Crisis Milestones (4) Investigation/Charges/Indictments
- 13. Stages of a Crisis Anniversary (5)
- 14. Basic Truths The door always blows off at 1600…on Friday* Bad news, unlike a fine wine, does NOT get better with age Success is not totally dependent on natural talent
- 15. Timing is Everything (Responses, that is) In General – Respond within one hour (if you can) Long enough to enable fact gathering Short enough to still be relevant
- 16. Timing is Everything But what about the speed of Social Media? Haters always show up first Give your supporters time to fight for you Ensure you give an official response
- 17. Basic Truths (2) Preparation for even unplanned crises starts well before the accident/incident Time spent preparing today…in the calm…pays off in the heat of the fray No matter how prepared you are…you will ALWAYS be surprised
- 18. Precursors for Success (1) Know your organization: be credible Know the news media and the art of communication Know your boss: Vision, Goals, Priorities Establish a good network within your organization
- 19. Precursors for Success (2) Stay ahead of the aircraft: Anticipate and plan ahead Follow-through Attention to detail The more people you communicate with the better
- 20. Precursors for Success (3) Give your boss the bad news early Keep your network humming with helpful information Take care of your people: Be a leader Feed your boss, so she can feed her boss
- 21. Precursors for Success (4) Be the “No!” person Don’t be afraid to say “But, Sir!” Find the time to train…that includes your Boss Focus on solving the problem…not the problem itself
- 22. The Basics (1) The door always blows off at 1600…on Friday!* Go ugly early! The first report is always wrong … the worse the report, the more wrong it is!
- 23. The Basics (2) If we don’t tell our side, who will? Don’t ever “Spin” Avoid, at all cost, the perception that you are covering up ANYTHING
- 24. The Basics (3) You can’t “jump-start” a dead press relationship… pour on the energy early
- 25. The Basics (3) There is no such thing as a timely wrong answer… you will be remembered for your inaccuracy, not your good intentions
- 26. The Basics (4) Wrong answers move at the speed of light… corrections move glacially While you’re worrying about the little things, don’t forget the big things We have more to fear from media ignorance than media malice
- 27. Some Specific Guidelines (1) Talk from the viewpoint of the publics interest, not the organization’s Speak in personal terms whenever possible If you do not want some statement quoted, do not make it State the most important fact at the beginning
- 28. Some Specific Guidelines (2) Do not argue with the reporter or lose your cool If a question contains offensive language or simply words you do not like, do not repeat them even to deny them If the reporter asks a direct question, give an equally direct answer
- 29. Some Specific Guidelines (3) If you don’t know the answer, say so…then say “ …but I’ll find out and get back to you.” If you can’t answer the question, say so and tell the reporter why
- 30. Some Specific Guidelines (3) Tell the truth, even if it hurts Do not exaggerate the facts
- 31. Misconceptions Associated with Crisis Communications Crisis builds character
- 32. Misconceptions Associated with Crisis Communications Crisis does not have any positive value
- 33. Misconceptions Associated with Crisis Communications Crisis communication is about assigning blame and responsibility (on others)
- 34. Misconceptions Associated with Crisis Communications Crisis communication is solely about getting information to stakeholders
- 35. Misconceptions Associated with Crisis Communications Crisis communication involves taking a rigid and defensive stance
- 36. Misconceptions Associated with Crisis Communications Crisis communication is about enacting elaborate prefabricated crisis plans
- 37. Misconceptions Associated with Crisis Communications Crisis communication is about over-reassuring the public about the impact of the crisis to avoid panic
- 38. Misconceptions Associated with Crisis Communications Crisis communication is about communicating only when new information is available
- 39. Misconceptions Associated with Crisis Communications Crisis communication is primarily about managing the image or reputation of an organization
- 40. Misconceptions Associated with Crisis Communications Crisis communication involves spinning the facts surrounding the crisis
- 41. Navigating a Crisis Quick and Efficient Hint: The crisis plan is dead!
- 42. Definition of Protocol pro•to•col n. 1. The customs and regulations dealing with diplomatic, formality, precedence and etiquette 2. An original draft, minute or recording from which a document, esp. a treaty, is prepared 3. A supplementary international agreement 4. An agreement between states 5. An annex to a treaty giving data related to it 6. A plan for carrying out a scientific study or a patient’s treatment regimen 7. A set of rules governing the format of messages that are exchanged between computers v.i. 8. to draft or issue a protocol
- 43. Protocol v. Plan Protocol – Framework outlining processes and procedures Does not describe how to respond, but why, where, when and by whom information is provided and disseminated Focus on process obviates need to cover every eventuality Streamlines response effort Provides increased autonomy Identifies training needs
- 44. Protocol v. Plan Plan: Step-by-step instructions Focuses on how to respond Doesn’t provide perspective Can’t cover all eventualities Obsolete as soon as written
- 45. Protocol v. Plan What Constitutes a Good Protocol? Clearly documented lines of accountability Clarity Brevity Incorporates organizational values
- 46. Elements of a Protocol Intro Guiding principles Crisis Management Team procedures Establishing a communications command post Individual unit procedures
- 47. Ancillary Elements Crisis team contact information Emergency contact resources Equipment locations (A.E.D., etc.) Building information Individual incident and unit checklists
- 48. Group Discussion (Think, Pair, Share) What types of incidents can you anticipate? List 3-4 basic philosophical tenants of your protocol. What individual units are likely to be involved? What information should those units provide?
- 49. Group Activity Using the provided template, begin to create a protocol and content outline for your individual branch.
- 50. Group Feedback Swap your draft protocol with another group Discuss the other group’s protocol and provide feedback
- 51. Have ???s - Contact Us. The Golding Group Bob “Pritch” Pritchard, APR, Fellow PRSA Kyle Golding, CEO / Chief Strategic Idealist Growth@TheGoldingGroup.com This presentation: bit.ly/CrisisCommProtocol