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Semelhante a Vbm houston course mar 13 14, 2013
Semelhante a Vbm houston course mar 13 14, 2013 (20)
Vbm houston course mar 13 14, 2013
- 1. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Effective Crisis Communication Strategy & Media Management for Energy Sector Day 1 March 13, 2013 Houston, Texas
- 2. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Welcome & Introduction
- 3. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Who are you and why are you here?
- 4. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Who are we and why are we here?
- 5. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Course Ground Rules 1.Not for attribution 2.Participate so we all learn 3.Respect diversity of perspective 4.A rising tide floats all boats 5.Honesty – Speak your mind!
- 6. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Assumption #1 Communication is a leadership responsibility that must be shared by all company executives as well as every employee, depending on the nature of their employment.
- 7. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Assumption #2 In developing a crisis management and communication plan, there is no “one size fits all” approach—it must be tailored to your company culture and policies, and your specific industry and requirements.
- 8. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Assumption #3 There are best practices and principles from various disciplines such as human psychology, sociology, risk communication, decision-making and strategic management that we can use to develop an effective crisis communication plan to ensure clarity during chaos.
- 9. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley “Plans are nothing; planning is everything” Dwight D. Eisenhower Supreme Allied Commander For D Day Landings, WWII
- 10. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Definition of a crisis & the shifting challenges
- 11. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley What is a crisis? Definition (as defined by the Business Dictionary) Critical event or point of decision which, if not handled in an appropriate and timely manner (or if not handled at all), may turn into a disaster or catastrophe.
- 12. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Initial Information Demands • What are your employees seeking? • What are your shareholders seeking? • What is the market seeking? • What are the media seeking? • What are the lawyers seeking?
- 13. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley
- 14. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Internal factors that influence how our organizations manage communication today Culture Technology Mission People Authority Etc….. Policies Planning
- 15. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley External factors that influence how our organizations manage communication today Political “PESTEL Economic Framework”* Social Technological Environmental Legal *Kaplan & Norton (2008). The Execution Premium.
- 16. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley The Changing Communication Landscape
- 17. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley The Instant News World Embeds--frontline, real-time Fierce competition based on immediacy
- 18. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Hundreds of millions of citizen journalists!
- 19. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Process factors that influence how our organizations manage communication today Who speaks for the organization? How do we communicate? Technology, traditional press release, social media, etc…..
- 20. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley And now, text message reporting
- 21. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley The question is: If you are going to tell your story, how fast do you need to be?
- 22. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley The “Post Media World”* But the real story... *See Baron, G. (2006). Now Is Too Late 2.
- 23. B fo e e r Event Occurs Response Information to Media Media to the Crowd Nw o Event Occurs Crowd Informs Crowd Public Response Participation Crowd Informs Media & Media Informs Crowd (C) Copyright 201 1 Gerald Baron/Agincourt Strategies LLC Friday, June 3, 2011
- 24. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Overview of the “4P” Model
- 25. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Starting with the End in Mind: An Overarching Framework nd t h in gs well a ) do the right MEMO e must (1 ed , w To : CEO d tru s t. To succe do t he secon d. ur com pany buil t, I a m unable to y for us. We lp o firs s to r My jo b is to he well. Without the ers t o tell our be n icate allow oth w e have to ally (2 ) commu s we do if we te r m ost, and e to dramatic he g ood thing o those who mat ich means we hav unicate t t ly t , wh We can ’t comm e to talk direc dominated world be firs t, we hav in fotainme n t- ge. have to We l ive in an ormo us challen ce tran sparent. un i c a te . me et this en gnificantly redu ow we comm pl atforms to allenge and si change h e o p l e a nd ch cies, plans, p ress most any s upd ated poli e pa r ed to add Thi s require , we will be pr p lemented Once im risk. ul ly, Respectf Y ou
- 26. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley How to meet these demands: 4 P Model Policy Will you determine who tells your story? Plan Realistic plan? People Are they trained, competent? Platform Do you have the technology that can do the job?
- 27. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Case in Point
- 28. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley
- 29. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley
- 30. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Case Study Energy
- 31. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley First Day Wrap Up
- 32. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Effective Crisis Communication Strategy & Media Management for Energy Sector Day 2 March 14, 2013 Houston, Texas
- 33. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Incident Command System
- 34. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley National Response Framework
- 35. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Unified Command Structure
- 36. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Emergency Support Function (ESF) 15
- 37. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Joint Information Center (JIC)
- 38. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Case Study Deepwater Horizon
- 39. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Case Study Hurricane Katrina & The U.S. Coast Guard
- 40. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley An Indelible Image of Trust Building Trust = 1. Doing right things well + 2. Communicating them well
- 41. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Crisis Communication Leadership
- 42. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley
- 43. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Is Your Organization Ready? In the wake of a maritime disaster…
- 44. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Organizational Readiness Existing people, policies, plans and platforms –Who’s in charge with clear lines of authority? –Are policies well defined? –Are policies/plans/technologies simple & clear? …Or… do you have to pull down Volumes 1 – 3 and need 8 hours to review? –Does your technology allow you to connect anywhere, anytime, and is it device agnostic?
- 45. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Organizational Readiness • Do you know who all of your stakeholders are and how they prefer to get information about your company? • Are all of your stakeholders created equal? • If not, have you prioritized them, and have you identified their communication needs and preferences? • If yes, have you identified their communication needs and preferences?
- 46. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Assessing Risk – Identify Categories* • Human Resources (employees, etc.) • Facilities (fire, floods, power, hostile environment, etc.) • Terrorism (aimed at your company, people, etc.) • Terrorism (disrupts travel, business activity, etc.) • Compliance Issues (laws, regulations, ethics, etc.) • Competitive Intelligence (loss of data, etc.) • Business Activity (supply chain disruption, etc.) • Business Activity (community activism, etc.) • Geopolitical instability (security, etc.) *See Barton, Laurence (2008). Crisis Leadership Now.
- 47. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Assessing Risk – Leadership & Employees • Who is in charge? • Are they aware? • Do they have authority, responsibility & • accountability? Are they trained to lead & respond effectively? • Are there contingency plans for succession? • What role(s) do/might employees • play? Do they understand their role(s) & are they trained to • assist? understanding of what to do “second Is their • nature?” been tested? “Preparation equals performance!” Have they
- 48. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Crisis Management 101* 1. What did you know? 2. When did you know it? 3. What did you/are you going to do about it? 4. What are you going to do to ensure it never happens again? *See Barton, L. (2008). Crisis Leadership Now.
- 49. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Crisis Communication Technologies
- 50. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Focus for the future…
- 51. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Enter Text Here
- 52. Effective Crisis Communication Strategy & Media Management with Neil Chapman, Pat Philbin & George Smalley Wrap up & Evaluation
Notas do Editor
- This is what your lawyers don ’t want!
- The environment in which our organizations operate is much different today than even ten years ago. News, which used to be about making significant events around the world relevant to our communities, seems to no longer be in the business of news—but in the business of building audiences. Today, speed is more important than accuracy. I know this all too well. Let me share a relevant example. While I served as Director of External Affairs at FEMA, I had an interesting conversation with a senior editor at USA Today over formaldehyde…(share the story)
- Today, everyone is a journalist. The dividing line between was it private and what is public no longer seems so clear. In Washington, DC, news organizations are sending lone reporters with handheld cameras to conduct their own shoots, gather their own stories, and then produce their segments. And if you really want to cut costs, you simply take news accounts from the 200 million “I” reporters—all whom understand context and conduct their own research to verify facts…right? I think you get my point. This image ran for days in the northwest because it was immediate—not because it was quality video.
- And then there are the 140 characters we get to send in news accounts as “I” reporters. Again, the pressure to report information first appears to be the fundamental driver. The old requirement to verify or second source information is no longer a requirement. Some of you may a Coast Guard incident on the Potomac River nearly two years ago when CNN aired an unsubstantiated report of a potential terrorist incident near where the President was speaking at the Pentagon on 9/11/09. Let me give you an example of what I mean (use DHS tabletop exercise re: dirty bomb rumor)
- The reality is that you need to be able to communicate faster than anyone else. The challenge is that you will be held to a higher standard if the information is inaccurate. Why are we are where we are today? I have a couple of observations.
- I mentioned earlier that the line between what is public and what is private is no longer clear. Organizational decision-making and employee behaviors can become public with the click of a camera, a twitter feed, or a blog rant. If you don ’t believe me, just ask the folks at Domino’s Pizza. So, how do we shape the environment to account for the risk? I believe it rests with our ability to make our organizations as transparent as feasible, and ready to respond first to those who matter most to our organizations.
- Gerald Baron, the founder of PIER and currently owner of Agincourt, suggests that this is where we are today in dealing with information demands. So, how do we deal with this extraordinary challenge?
- I don ’t typically read things during presentations, so please take a moment to reflect on where I hope we will end. You may wonder what this has to do with crisis management and communication. I will make the argument today that if we manage communication with the right people—like you, and we develop the right policies and plans and use the right platforms, we will be prepared for most anything—including most any crisis.
- I believe there are four critical elements of communication management. These include Policy, Plans, People and Platforms. Let me discuss how each of these can enhance crisis communications using a couple of examples.
- The CG has a simple communication policy that scares most organizations to death. Simply put, if you own it or have responsibility for it, you are authorized to talk about it. Now they mitigate the risk that employees will say something they should not by training them. In addition, this organization has a bias to communicate embedded in their ethos. So, if something does not violate security, accuracy, privacy or propriety, they talk. They also know that bad news doesn ’t get better with age. So, if there is bad news to share, they are the ones who report it.
- Planning helps build “muscle memory” for organizations so that when a crisis emerges, those who must act don’t need to pull a document off the shelf that they read only to cure insomnia. I get a little frustrated with the allegation that the nation did not have a National Response Plan prior to Hurricane Katrina. The fact is that we did—but no one was familiar with it. So exercising emergency management plans on a regular basis is key. Executive action must be second nature; otherwise, you lose—it’s that simple. Business continuity plans must be viable and communication managers must be a key member of establishing and executing that plan.
- People who represent our organizations must be credible and trained. Depending on the magnitude of the crisis, our CEOs may and should be the ones out front because communication is a leadership responsibility in my view. But there may be situations where the plant manager may be the appropriate leader. Here ’s another example from my days at FEMA…Dr. Phil show in New Orleans. My boss was not happy, but I had 2 goals: ensure the boss knew what was going on in the field, and put a face on FEMA—complemented by a TV personality who I knew was a big advocate of personal responsibility.
- National Response Framework overview Unified Command structure ESF15 overview Joint Information Center value, roles and responsibilities ------------------------- The Incident Command System (ICS) is a standardized, on-scene, all-hazards incident management approach that: Allows for the integration of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. Enables a coordinated response among various jurisdictions and functional agencies, both public and private. Establishes common processes for planning and managing resources. ICS is flexible and can be used for incidents of any type, scope, and complexity. ICS allows its users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents. ICS is used by all levels of government—Federal, State, tribal, and local—as well as by many nongovernmental organizations and the private sector. ICS is also applicable across disciplines. It is typically structured to facilitate activities in five major functional areas: Command, Operations, Planning, Logistics, and Finance/Administration. All of the functional areas may or may not be used based on the incident needs. Intelligence/Investigations is an optional sixth functional area that is activated on a case-by-case basis. As a system, ICS is extremely useful; not only does it provide an organizational structure for incident management, but it also guides the process for planning, building, and adapting that structure. Using ICS for every incident or planned event helps hone and maintain skills needed for the large-scale incidents
- The National Response Framework is a guide that details how the Nation conducts all-hazards response– from the smallest incident to the largest catastrophe. This document establishes a comprehensive, national, all-hazards approach to domestic incident response. The Framework identifies the key response principles, as well as the roles and structures that organize national response. It describes how communities, States, the Federal Government and private-sector and nongovernmental partners apply these principles for a coordinated, effective national response. In addition, it describes special circumstances where the Federal Government exercises a larger role, including incidents where Federal interests are involved and catastrophic incidents where a State would require significant support. It lays the groundwork for first responders, decision-makers and supporting entities to provide a unified national response. In addition to releasing the NRF base document, the Emergency Support Function Annexes and Support Annexes are available on-line at the NRF Resource Center (www.fema.gov/nrf). The annexes are a total of 23 individual documents designed to provide concept of operations, procedures and structures for achieving response directives for all partners in fulfilling their roles under the NRF
- Unified Command: Applies ICS in incidents involving multiple jurisdictions or organizations. Enables institutions and agencies with different legal, geographic, and functional responsibilities to coordinate, plan, and interact effectively. The Incident Commanders within the Unified Command make joint decisions and speak as one voice. Any differences are worked out within the Unified Command. Unity of command is maintained. Each responder reports to a single supervisor within his or her area of expertise. Within a Unified Command the police officer would not tell the firefighters how to do their job nor would the police tell campus personnel how to notify students of a campus incident. In a Unified Command, institutions and responding agencies blend into an integrated, unified team. A unified approach results in: A shared understanding of priorities and restrictions. A single set of incident objectives. Collaborative strategies. Improved internal and external information flow. Less duplication of efforts Better resource utilization.
- Emergency Support Function (ESF) #15 – External Affairs ensures that sufficient Federal assets are deployed to the field during incidents requiring a coordinated Federal response to provide accurate, coordinated, timely, and accessible information to affected audiences, including governments, media, the private sector, and the local populace, including the special needs population. ESF #15 provides the resource support and mechanisms to implement the National Response Framework (NRF) Incident Communications Emergency Policy and Procedures (ICEPP) described in the Public Affairs Support Annex. Additional information about External Affairs can be found in the ESF #15 Standard Operating Procedure (SOP), located on the Department of Homeland Security (DHS)/Federal Emergency Management Agency (FEMA) website. The procedures outlined in this annex are consistent with the NRF, which establishes policy; the National Incident Management System (NIMS), which addresses standardization; and the ESF #15 SOP, which outlines the guidance, protocols, and implementing tactics of the Joint Information System. ESF #15 coordinates Federal actions to provide the required external affairs support to Federal, State, tribal, and local incident management elements. This annex details the establishment of support positions to coordinate communications to various audiences. ESF #15 applies to all Federal departments and agencies that may require incident communications and external affairs support or whose external affairs assets may be employed during incidents requiring a coordinated Federal response. The provisions of this annex apply to any incident for which the DHS Assistant Secretary for Public Affairs decides to activate the annex, in response to an event where significant interagency coordination is required. ESF #15 integrates Public Affairs, Congressional Affairs, Intergovernmental Affairs (State, tribal, and local coordination), Community Relations, and the private sector under the coordinating auspices of External Affairs. Another component, the Joint Information Center (JIC), ensures the coordinated release of information under ESF #15. The Planning and Products component of External Affairs develops all external and internal communications strategies and products for the ESF #15 organization. These functions are further described in the Concept of Operations section below and in the ESF #15 SOP. ESF #15 provides the resources and structure for the implementation of the ICEPP. Incident communications actions contained in the ICEPP are consistent with the template established in the NIMS. Personnel who work under the auspices of External Affairs must be familiar with the provisions of ESF #15 in the event that the ESF is activated.
- Public Information consists of the processes, procedures, and systems to communicate timely, accurate, and accessible information on the incident ’s cause, size, and current situation to the public, responders, and additional stakeholders (both directly affected and indirectly affected). Public information must be coordinated and integrated across jurisdictions, agencies, and organizations; among Federal, State, tribal, and local governments; and with NGOs and the private sector. Well-developed public information, education strategies, and communications plans help to ensure that lifesaving measures, evacuation routes, threat and alert systems, and other public safety information are coordinated and communicated to numerous audiences in a timely, consistent manner. A Joint Information Center (JIC) is a central location that facilitates operation of the Joint Information System. The JIC is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions. JICs may be established at various levels of government or at incident sites, or can be components of Multiagency Coordination Systems. A single JIC location is preferable, but the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required. A Joint Information System (JIS) provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions and/or disciplines with nongovernmental organizations and the private sector. A JIS includes the plans, protocols, procedures, and structures used to provide public information. Federal, State, tribal, territorial, regional, or local Public Information Officers and established Joint Information Centers (JICs) are critical supporting elements of the JIS.
- Identify delegates ’ impressions/issues How the event unfolded View from the inside Sharing lessons learned Long term and general crisis trends Discussion/Q+A
- Framing the crisis Understanding the role of the Ps in the communication outcome Strategic intent Tactical lessons learned
- Two components to trust to be concerned with: Ensuring our organizations do the right things, & Communicating well. I show this image because it reflects an organization that I am not only particularly fond of—but more importantly—I believe they get it when it comes to communication and managing information. When Hurricane Katrina struck, it knocked out their entire IT infrastructure along the Gulf Coast. In spite of this challenge, the CG was able to remain on the job—and important for us—communicate about their activities because they have the right technology to facilitate this—but that is just one piece of crisis communication equation.
- Imagine yourself …
- Remember the National Response Plan reference…we had one, but no one was familiar with it…
- There is enormous personal risk today for communication professionals…as I learned the hard way! (Share FEMA Wildfire Press Briefing experience).
- Immediate roadblocks Top ten list of actions Resource, technology and planning gaps Strategic stakeholder engagement Risk management techniques to take away