This article discusses three lessons learned from crises over the last seven months. Steps to avoid these missteps should be included in your crisis communications plan.
Over the past seven months the media have relentlessly covered major crises ranging from a superstar athlete’s fall from grace, a massive vehicle recall because of safety problems, two fatal industrial accidents, military veterans exposed to contaminated dental instruments, the worst environmental disaster in the history of the U.S. and the financial emasculation of two of the world’s largest corporations.
In all these crises there have been “lessons learned” that can, upon study, reveal weaknesses in your crisis communications plan.
It’s also important to know details of recent crises when discussing crisis communications tactics with leaders in your organization.
Here are just three of the lessons learned.
1. Appoint a live spokesperson
Last spring a crisis was brewing at the John Cochran Veterans Administration Medical Center in St. Louis. Officials there discovered that some 1,800 military vets may have been exposed to HIV and other life-threatening diseases because of improperly cleaned dental instruments.
Although the hospital has been communicating and working with patients at risk since February, when contacted by CNN on July 1 for information about the story hospital officials refused an interview but provided a written statement.
In all but extremely rare cases – especially situations involving threats to people’s health – a spokesperson should be appointed to communicate for the organization. Sending the reporter a copy of a press release or initial statement either before or after the interview is good media relations procedure, but written material is not a substitute for a spokesperson.
Not providing a spokesperson, even if you distribute written statements, immediately triggers suspicion on the part of your stakeholders and the media. They can’t help but think, “what are they hiding,” or “it must be worse than they are saying.”
In a long-term situation that may attract media attention even if there are no new developments, such as the Cochran Veterans Administration HIV/AIDS scare, make certain a designated spokesperson is available on a daily basis.
Of course, spokespeople must be trained in media skills and possibly attend special training relevant to the issue. They absolutely must be from your organization, not consultants or PR firm employees.
With the media paying so much attention to the treatment of disabled active-duty military personnel and veterans these days, shouldn’t we expect our VA officials to respond quickly, professionally and compassionately to a situation like this?
Key learning: A competent and credible organization must provide trained spokespeople on any issue the organization may encounter.
2. Learn to maximize the effectiveness of outside consultants.
There may be times when you must work with an outside public relations consultant or firm. Such professionals can be of great help during a crisis. Here are some tips on maximizing their effectiveness.
Every organization has a unique culture and a certain way of doing things from writing style to conducting a press conference. It is helpful if an outside consultant or firm that may be called to help in your crisis can have some time to acclimate to that culture before he or she is called in an emergency. One way to do this is to invite your consultant to participate in crisis drills and exercises.
But not all contributions from outside PR practitioners are effective.
During May there was some controversy regarding who was in charge of the oil spill cleanup in the Gulf of Mexico. CNN interviewed a public relations consultant who recommended that BP CEO Tony Hayward be seen on television using a shovel to clean up gobs of oil on a beach to demonstrate his commitment and leadership.
Does anyone believe the CEO of one of the largest companies in the world is spending his time shoveling oil and contaminated sand off a beach? Your primary audience – the families of the workers who lost their lives or were injured and other people affected by the spill – surely would identify this as a PR stunt.
The CEO does have a responsibility to communicate with people who are affected by the crisis and explain what the company is doing in its response. That can be accomplished by briefing reporters with cleanup operations in the background or talking to business owners at their facilities.
Key learning: Don’t resort to PR stunts; they will always backfire.
3. Don’t just “tell ‘em whatever they want to hear.”
Some PR practitioners engage in the “tell them whatever they want to hear” style of consulting. If, for example, the owner of a company mired in a crisis lets it be known she does not want to “deal with reporters” a consultant may tailor his counsel to support that inclination.
What you want is a consultant who, like you, can give insightful and effective public relations counsel and provide management with recent examples of how certain tactics worked or didn’t work to defend organizations’ reputation.
Key learning: Don’t avoid communicating; it only makes the crisis worse.
If you haven’t already done so, follow coverage of the crises and disasters of the last seven months in order to evaluate them with an eye toward improving your crisis communications plan.
