Crisis Planning: It’s Not a Crisis if You Have a Plan - AENC 2015 Annual Meeting - Lisa Ward, CAE
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Crisis Planning: It’s Not a Crisis if You Have a Plan - AENC 2015 Annual Meeting - Lisa Ward, CAE
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Lisa Ward, Director of Public Affairs, NC Dental Society Embezzlement. Hacked database. Death. Server crash. Workplace violence. Electrical outage. Every organization is vulnerable to a crisis and there’s usually no advance warning about what the crisis will be or when it will happen. Proper crisis planning can help your organization handle the issue calmly and efficiently, minimizing the impact to your members, your employees and your key stakeholders. Learn how to create the plan you need to ensure you’re ready when the unthinkable happens.
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Crisis Planning: It’s Not a Crisis if You Have a Plan - AENC 2015 Annual Meeting - Lisa Ward, CAE
- 2. There are two kinds of organizations One that has experienced a crisis One that will The lesson? The Hard Truth
- 4. Intense pressure High stress Heightened external scrutiny Dramatically compressed timeframes Confused or incomplete information When a Crisis Strikes
- 5. In a Word
- 7. Objectives Vulnerability assessment The team Media training Issue assessment Organizational materials Rehearsal Essential Elements of a Crisis Response Plan
- 8. Objectives
- 9. Provide information Be accessible to your stakeholders Monitor and correct misinformation Mitigate damage Maintain stakeholder support Preserve your reputation Resume normal operations What Do You Want to Accomplish?
- 11. Natural disaster Equipment problems Vandalism Power outage Hacked database Organization/Physical Property
- 12. Corruption Product recall Unfavorable research finding Criminal activity Profession/Industry Issue
- 13. Member speaks out against organization Member is accused of a crime Rumor about organizational transgression Organizational Issue
- 14. Death of executive Workplace violence Embezzlement Serious accident Labor dispute Employee misconduct/crime Management/Employee Issue
- 15. The Team
- 16. Team may change depending on issue Key spokesperson – is it always the president/CEO? Subject matter expert What about the rest of the staff? Who talks to the media? Who is point person for communication materials and updates? Who Does What?
- 17. Media Training
- 18. Your organization’s reputation is at stake Spokesperson must know the rules of the working with the media Bridging Attack questions There’s no such thing as “winging it” no matter who you are In‐house or outside counsel – pros and cons Not Just a “Nice to Have”
- 19. Issue Assessment
- 20. Issue is identified Crisis team triages issue Determine position Identify crisis lead Identify spokesperson Identify subject matter expert(s) Identify communication vehicles Draft communications Issue Assessment Steps
- 24. Name Work Phone/Ext Home Phone Cell Phone Phone Tree
- 26. Staff/Board roster with contact information Organization fact sheet Position statements Key bios Key vendor contact information Emergency numbers Always Have on Hand
- 27. Holding statements Talking points Staff/stakeholder updates Vehicles for correcting misinformation As Crisis Unfolds
- 28. Take a deep breath Plan a debrief Pros Cons What we learned What can we prevent from happening again? Then, begin the cycle again Post Crisis
- 29. Rehearsals
- 31. All key staff should have a copy of the plan Team should review the plan twice a year – what’s changed? What’s new? Choose scenarios and conduct a run through What worked? What didn’t? Revise plan following run through to reflect reality The Plan is a Living Document