Why does my company need crisis communications planning and training?

It’s not a question of "if," it’s "when" a crisis happens. It doesn’t have to be anything as dramatic as a catastrophic event. Layoffs. A discrimination suit. A big drop in earnings. An SEC investigation. Just a few of the many, many possibilities to take your business out of its normal routine. Here’s The Media Trainers® Hot List, developed over years helping companies lay the groundwork to navigate trouble.

1. Take steps now to build a crisis plan that allows you to get business back to normal as quickly as possible.

   This should be an organized exercise designed to create and confront every type of emergency your team can imagine. The team leader should delegate specific tasks so lines of communication are clear, and so that internal and external audiences are hearing the same messages. Everyone in the organization needs to know your policies and how and where media calls should be directed.

2. Build a proactive media response plan.

   In times of crisis, it’s basic human nature to feel the conflicting feelings of "fight or flight". The business roadside is littered with the carcasses of companies that chose to flee. The fact is, if you confront an emergency openly and proactively, you will get back to business as usual much faster. Build a media list including print, TV and radio reporters and be ready to alert them before they call you.

3. Determine who from your company will speak to the media.

   It may be the CEO, depending on factors such as time required to manage the crisis, the magnitude of the crisis (remember, the CEO is your ultimate spokesperson; make sure you really need him/her to help settle down the situation),the CEO’s personality characteristics and whether he or she has received media training. If another executive is given the task, that executive should be privy to all key meetings where the crisis is discussed, and should have a thorough understanding of what can and can’t be said.

4. Make sure you show concern and that it’s genuine.

   This is especially important when lives or livelihoods are involved. When people are affected, they and all your other important audiences need to know that you sincerely care.

5. Give information that indicates how you are moving forward to solve the issues and get things back to normal.

   Process is a big part of crisis. How you are handling it, updates on the progress you are making and, if possible, even a timeline, all will help keep you as the best source of good information.

6. Understand the dynamics of a news conference.

   If there’s a vacuum of information, something will fill it. Your job is to play that role. Open your news conference with a statement that includes phrases that sum up the situation. Explain the limitations of what you can address. Don’t speculate. Offer a contact to who is available to reporters as needed. The better job you do dispensing accurate, first hand information quickly, the less need there will be for quotes from third parties and witnesses. Provide frequent updates. Depending on time and the level of crisis, one on one interviews might be more effective than news conferences, provided you have established your messaging and stick to it.

7. "No comment" says a lot more than "no comment", and none of it is good.

   If you can’t comment on something, tell them why. It may be proprietary, in litigation, a personnel matter…whatever. But just saying "no comment" is a red flag. The reporter hears "we’re hiding something," especially in times of crisis

8. Stay Positive.

   Stick to your messaging, be honest and positive. Positive, stand alone responses make good quotes (sound bites) and are much more productive to your goals. Arguing, denying, debating or just getting angry are potholes that can take you out of alignment.

9. Don’t be afraid to admit your company has made mistakes.

   Coordinating your message with legal is necessary, but remember people are more willing to forgive if you are open and honest. Likewise, reporters will be less apt to look for evidence of more wrongdoing. Don’t treat the media like enemies. In a crisis, reporters can be allies if they understand the whole story. Start building relationships with media representatives, especially those who cover your industry and business, now, before a crisis.

10. Expect news stories to contain facts and opinions that you don’t like.

    In fact, expect there to be conflicting opinions and factual errors. You must work to tell as much of your story as possible, accurately and frequently, and accept the fact that 3rd parties and critics will have their say, as well.

The best way to manage a crisis is to be prepared for it, and that means working with professionals like The Media Trainers® who have navigated these waters successfully.