Managing Your Next Crisis - The Power of 7
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This presentation is from the Kansas PRSA Chapter's Professional Development Day April 28, 2015.
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Managing Your Next Crisis - The Power of 7
- 1. The Power of 7 Managing your Next Crisis Kansas PRSA April 28, 2015
- 2. On the Road with SeaWorld
- 3. Crisis Planning – Sure You’re Ready?
- 4. Not “If” but “When” A Crisis is Inevitable for Every Organization
- 5. Ask Questions • Is There a Plan? • Who Will Manage that Plan? • How Will You Contact Your Team? • Are Roles and Responsibilities Defined? • Where Will you Assemble? • Who is the Spokesperson? • What happens when the power goes out?
- 6. Be A Planner Preparation Makes Good Business Sense
- 7. Get Prepared • Get to know the “operational” crisis plan • Use it to create a communications plan • Create a call-back list or get an alert service • Have leadership conversations • Test EVERYTHING • Find and fix your weak spots
- 8. Time Constraints in a 24/7 Media World
- 11. Learn From Your Mistakes
- 12. Turn a Threat into An Opportunity Preserve Your Business and its Reputation
- 13. Role of the PR Practitioner • Coach • Critic • Proofreader • Counselor • Timekeeper
- 14. 7 Deadly Sins of Companies in Crisis Don’t Do This!
- 15. Unprepared Costa Concordia • Erosion of Plan Response • Culture Clash • Confusion Photo-Credit-Rvongher-@-Wikimedia-Creative-Commons-attribution- Share-Alike-3.0
- 16. Arrogant Tony Hayward, Gulf Oil Spill • Disconnected CEO • Culture Clash (again?) • Lost sight of big picture
- 17. Reactive Nestle Brand Rules • Too close to situation • Backhand comment • Wrong time to defend your brand
- 18. Indecisive Houston Evacuation Plan • What plan? • Crisis of leadership • Public perception
- 19. Insensitive Asiana Airline Crash • Jumping the gun • Culture clash (again?) • Lack of emotion
- 20. Distant Penn State Abuse Scandal • Was the college in disbelief? • Tenuous position • No message mastery
- 21. Evasive Politicians • Sneaky • Protective • Not ready to admit fault
- 22. 7 Heavenly Acts of Companies in Crisis Do This!
- 23. Prepared • Leadership role • Speedy delivery • Empathetic to audiences
- 24. Empathetic Southwest Airlines • Helping a colleague • Connecting customers • Take the high road
- 25. Connected Bluebell Ice Cream Recall • Humble • Swift • Ready to respond
- 26. Mindful KitchenAid Channel Confusion • Acknowledging humanity • Admitting mistake • Containing fallout
- 27. Empowered Etch-A-Sketch • Measured responses • Used humor to effect • Did not bring out “brand enforcer”
- 28. Authoritative Tylenol Poisoning • Acted in public interest • Unconcerned about impact on revenue • Swift ***Still the gold standard 30+ years later
- 29. Transparent Boston Police Dept • Acted in public interest • Frequent updates • Calming influence
- 30. FREE Download Go to http://stepincomm.com
Notas do Editor
- 20 plus years in corporate communications Experience on Faculty at TTIA Travel College and how the communications part of a crisis are often handled by the same people who are managing the operational elements of a crisis. This caused me to think differently about managing in a crisis. Well-established protocols for crisis Great leaders Integrity of process The new time crunch
- Maybe you are. Maybe you have good processes and Maybe you have confidence in them. Many reasons why you might not be: New leaders, unfamiliar with company culture New product line or new location or new guidelines for your company. New organization altogether….give example from Shawne at Eva’s Heroes. Research about preparedness saving company reputation and restoring to business as usual. Either way, you can start today or use today’s presentation to reflect on any changes necessary in your company.
- Crises come in all shapes and sizes. Something as simple as a storm system could turn into Superstorm Sandy or Hurricane Katrina. Every organization, no matter its size, will face a crisis. Some statistics about the rapidity of crises.
- Some examples of weak spots: lack of cable television. Nowhere to “muster” media who do show up. How to leverage your employees’ willingness to help.
- When I first started in public relations, we had 3 hours to organize and issue a statement. Now if you’re not out there within one hour, you’re toast. Some companies in tech have a guideline of responding to any negative posting by their customers within 20 minutes. This puts incredible pressure on organizations to “go to the dark side” and think and plan for all the many evolutions of a crisis before they happen.
- To me, the secret is building bridges. The first type of bridge to build is that of good relationships. Your local community, law enforcement, the news media and others. Investing in those good relationships when times are good means you will be treated more respectfully when times are not so good. But also bridges can be built with statements. One of the fallacies in the crisis planning that I learned as a young professional is that the statement was a be-all– a one and done. When in fact, today it’s merely a bridging statement. It gets your POV out there but is by no means comprehensive. Acknowledge that something has happened and what you’re doing now and that we’ll have more when we can talk about it.
- Why there’s no SMART ART for this cycle…..
- The simple fact of expressing your sorrow at an event is a huge investment in healing and growing after a crisis, yet continuously, some companies “lawyer up” and refuse to apologize. It’s frustrating for the general public, for consumers and no doubt for the public relations practitioner who wrote the statement and had to redline “sorry” right out of it.
- Pick your cliché…it’s always darkest before the dawn. Every cloud has a silver lining, etc, etc. But we must as practitioners find the learning in every crisis.