Crisis Communication
“A crisis is unpredictable but not unexpected”
- Timothy Combs
Crisis: A working definition
Definition of “crisis” is subjective, based on
perception of:
threat to one or more of an individual’s or organization’s
basic values or missions,
finite time to make decisions and take action, and
lack of “standard operating procedures”
Types of Crises
• Natural disasters
• Malevolence
• Technical breakdowns
• Human breakdowns
• Challenges
• Megadamage
• Organizational misdeeds
• Workplace violence
• Rumors
The Impact of Crisis on Individuals
Intense or Prolonged Stress
Which leads to:
Difficulty thinking clearly
Dwelling on meaningless activities
Tunnel vision
Expressing hostility or numbness
Impulsiveness
Feeling incompetent
Reduced ability to retain information
Pre-crisis Planning
Objective
• Prevent or lessen the negative outcomes of a crisis
and thereby protect the organization, stakeholders,
and/or industry from damage
Monetary loss
Reputation loss
Identity altered
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Scanning
• Definition - Looking out for potential sources of
crises
• Industry-wide issue analysis
• Organization specific issue analysis
• Risk assessment (“implicit issues”)
• Stakeholder relationships
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Assessing situation
• Evaluate issues in two dimensions
likelihood
impact
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Develop Crisis Management Plan
• What is it?
A potential action plan
Used during the crisis
Focuses on “how-to”
• What it is not?
Overly detailed
Rigid
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Selecting the CMT
A cross-functional group who have been
designated to handle ANY crisis
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Characteristics of a good CMT
Work together (conflict mgt)
Apply the CMP (manage stress)
Listen to others
Make the right decisions
Communicate proactively
Typical roles
Legal
Security/safety
PR
Operations
Top Management (CEO)
Victim manager
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Selecting Spokespersons
• Principle - “One voice is more important than one
person”
• Role - Manage the accuracy & consistency of the
messages coming from the organization
• Communication should be guided by the 5 C’s:
Concern, clarity, control, confidence, & competence
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Five Keys to Effective Communication in a Crisis
• Clarity
• Repetition
• Honesty
• Empathy
• Efficacy (Give them something to do)
Why clarity? Why repetition?
- Because people are stressed.
Why Empathy?
- Because people are afraid or angry.
Why honesty?
- Because there is a threat.
- Because you need to build trust.
Why efficacy?
- Because action is the antidote to fear.
Skills of the spokesperson
Appear pleasant on camera (visual, nonverbal)
Answer questions effectively
Don’t argue with reporters
Avoid “no comment” comment (65% believe “no comment” = “guilty”
Challenge incorrect information
Assess assumptions of questions
Legitimize
Present information clearly
Avoid jargon
Provide structure
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Remember….
• In very high visibility instances, a single
spokesman is the most effective to ensure the
message is consistent
Also, the most obvious person for spokesman
is not always the best choice.
Remember to…..
• Follow-up on information requests
• Communicate with stakeholders
• Inform people about corrective actions
• Talk about financial implications
• Continue expressing compassion
• Continue tracking issues, risks, etc.
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Assemble the facts:
• What happened?
• Who did it impact?
• Why wasn’t this prevented?
• What are we doing about it?
• What are our strengths and weaknesses?
Next . . .
• Craft your main message. Decide what you
want people to remember
• Message needs to be clear
• Message needs to be concise
• And SHORT!!!!! 28 words or so
If YOU are the one talking . . .
• Use common sense
• Don’t speculate. It’s fine to say, “I wish we knew more”
or “We’re working to determine what happened.”
• Don’t feel compelled to give an interview just because
a reporter calls.
Also . . .
Be empathetic and caring:
• 1. Remember to acknowledge others feelings
• 2. Use phrases such as “We’re sorry” or “We
feel terrible.”
Finally . . .
Stay on message with phrases such as:
• “What’s important to remember…”
• “I can’t answer that question, but I can tell you…”
• “Before I forget, I want to tell your viewers…”
• “Let me put that in perspective…”
• And my favorite: “I wouldn’t characterize it that way -
instead…”
Summarizing
Warnings don’t get
headlines, crises do.
— Anderson Cooper
• Activate the CCT.
• Gather and verify information.
• Assess the gravity of the crisis.
• Identify key stakeholders.
• Implement a communications strategy.
• Develop external materials.
• Inform partners, stakeholders, and media.
Remember: Fortune favors the prepared mind.
- Louis Pasteur
Thank you!
