Crisis Communications Planning

"Handling a Media Crisis" by Thomas Nardacci

Businesses and organizations that are well-prepared for a crisis have most likely already been through one. When the crisis was over they remembered what went well and what failed. They remember the counseling they got at that time from their managers, lawyers, or board members. They remember customer feedback, sales dips, and follow-up complaints.

Far too often, businesses and organizations are not prepared for a communications crisis because they cannot foresee a situation that could put them in the middle of a crisis that would bring focused media attention. They cannot see the accident, employee wrongdoing or mistake that could put them in focus and under tremendous scrutiny. They're not prepared to be under the microsope.

There is no one strategy, plan or checklist that answers every crisis situation, but there are some general tactical steps that businesses and organizations should plan well in advance.

• Who are your spokespeople? Are they credible? Viewed as honest? Are they trained? Can they deliver message points? Will they come across in the right way on television and radio? If possible, are there key people outside of the organization that can speak positively about you and your work?

• Decide now that you will always comment in some way. Even saying “no comment at this time” is a comment and that saying is sometimes necessary and appropriate. Not returning phone calls is never acceptable and is always viewed as if there is something to hide. When appropriate, and that most likely is right away, make comments that are responsive, straightforward and honest.

• There are many situations where you should let the media know first about a problem. Don’t necessarily sit back and wait to see if the media will find out. Information is easily leaked and can put you on the defensive, instead of revealing the proactive efforts you are taking to fix the problem.

• Have facts prepared: safety records, industry data, and organization records like audits, etc. They will help reporters to put your crisis in context.

• Keep employees and board members informed. Let them know what the strategy is and what messages are being conveyed before they pick up the paper or hear the story broadcasted.

• When a crisis hits, do not speculate or provide inaccurate information. Your credibility is everything in these situations.

• Be prepared to closely monitor all media outlets. Who is reporting? What is being written and broadcasted? Who are your detractors?

Preparation and planning will make a world of difference should you find yourself in a communications crisis.