Engineered Wood Journal - Spring 2011 - (Page 28)

Damage Control The 10 Steps Of Crisis Communications by Jonathan Bernstein 2. Identify Spokespersons Crisis: Any situation that is threatening or could threaten to harm people or property, seriously interrupt business, damage reputation or negatively impact share value. E very organization is vulnerable to crises. The days of playing ostrich are gone. You can play, but your stakeholders will not be understanding or forgiving because they’ve watched what happened with Bridgestone-Firestone, Bill Clinton, Arthur Andersen, Enron, Worldcom, 9-11, the Asian tsunami disaster, Hurricane Katrina, Virginia Tech and BP. If you don’t prepare, you will take more damage. And when I look at existing “crisis management” plans while conducting a “crisis document audit,” what I often find is a failure to address the many communications issues related to crisis/disaster response. Organizations do not understand that without adequate communications: • Operational response will break down. • Stakeholders (internal and external) will not know what is happening and quickly be confused, angry, and negatively reactive. • The organization will be perceived as inept, at best, and criminally negligent, at worst. The basic steps of effective crisis communications are not difficult, but they require advance work in order to minimize damage. The slower the response, the more damage is incurred. So if you’re serious about crisis preparedness and response, read and implement these 10 steps of crisis communications, the first seven of which can and should be undertaken before any crisis occurs. 1. Identify Your Crisis Communications Team A small team of senior executives should be identified to serve as your organization’s Crisis Communications Team. Ideally, the team will be led by the organization’s CEO, with the firm’s top public relations executive and legal counsel as his or her chief advisers. If your in-house PR executive does not have sufficient crisis communications expertise, he or she may choose to retain an agency or independent consultant with that specialty. Other team members should be the heads of major organization divisions, to include finance, personnel and operations. Let me say a word about legal counsel. Sometimes during a crisis, a natural conflict arises between the recommendations of the organization’s legal counsel on the one hand, and those of the public relations counsel on the other. While it may be legally prudent not to say anything, this kind of reaction can land the organization in public relations “hot water” that is potentially as damaging or even more damaging than any financial or legal ramification. Fortunately, more and more legal advisers are becoming aware of this fact and are working in close cooperation with public relations counsel. The importance of this understanding cannot be overstated. Arthur Andersen lost its case and went out of business due to the judgment rendered by the court of public opinion, not the judgment of a court of law. Within each team, there should be individuals who are the only ones authorized to speak for the organization in times of crisis. The CEO should be one of those spokespersons, but not necessarily the primary spokesperson. The fact is that some chief executives are brilliant business people but not very effective in-person communicators. The decision about who should speak is made after a crisis breaks, but the pool of potential spokespersons should be identified and trained in advance. Not only are spokespersons needed for media communications, but for all types and forms of communications, internal and external, including on-camera, at a public meeting, at employee meetings, etc. You really don’t want to be making decisions about so many different types of spokespersons while “under fire.” 3. Spokesperson Training Two typical quotes from well-intentioned organization executives summarize the reason why your spokespersons should receive professional training in how to speak to the media: • “I talked to that nice reporter for over an hour and he didn’t use the most important news about my organization.” • “I’ve done a lot of public speaking. I won’t have any trouble at that public hearing.” Regarding the first example, there are a good number of people interviewed by CBS’ “60 Minutes” or ABC’s “20/20” who thought they knew how to talk to the press. In the second case, most executives who have attended a hostile public hearing have gone home wishing they had been wearing a pair of Depends. All stakeholders, internal and external, are just as capable of misunderstanding or misinterpreting information about your organization as the media, and it’s your responsibility to minimize the chance of that 28 Engineered Wood Journal • Spring 2011 View this issue and past issues of the Engineered Wood Journal online anytime at www.naylornetwork.com/ewa-nxt. http://www.naylornetwork.com/ewa-nxt

Table of Contents for the Digital Edition of Engineered Wood Journal - Spring 2011

Engineered Wood Journal - Spring 2011
Contents
Primelines
Industry Watch
Dateline APA
Ewta News Notes
Assessing the Future
EWTA 2011 Membership Directory
Quality + Innovation
Damage Control
Upcoming Events

Engineered Wood Journal - Spring 2011

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