crisis communication talking points

Communicating
inside and out
Make sure your crisis

response includes these

key stakeholders

by Oliver S. Schmidt and Dianne L. Chase

W
hile every business crisis and corresponding set of
affected stakeholders are unique, there are some groups
with which organizations must communicate in order
to protect their reputation, brand equity and the bot-
tom line during times of crisis. A successful response to a business crisis
demands making and communicating far-reaching and emotionally dif-
ficult decisions while under pressure and perhaps lacking complete or
fully accurate information. To overcome the communication challenges
that crises present, management must enable effective communication
with three key stakeholders: employees, reporters from traditional news
media, and social media users.

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Internal matters identify the value of messages, helps
Employees especially are often keep tabs on rumors and false infor-
neglected during a business crisis, and mation, highlights employee concerns, Empower your
as a result, many companies alienate and enhances trust. Even questions employees with the
their best advocatesthe people who that seem inconvenient or unimpor
are excellent workers and whose opin- tant should be addressed in order to facts, and let them
ions and attitudes have an impact out- keep people informed and their morale function as communi-
side the company, through their daily up. Follow-up messages should take cation allies, carrying
conversations with friends and family, employee opinions into account and
specific messages
as well as through their social media provide information about the steps
interactions. company leadership is taking. into the community.
Your companys crisis communica-
tion plan should definitely include Communicate first with employees
an employee communication com- about matters that affect them. Think
ponent. (If your organization doesnt about it: Wouldnt you want to know
have a stated crisis communication from your own company about a situ-
plan already, then creating one should ation that could affect your job?
be a priority.) Processes, responsibili- Empower your employees with the
ties, channels and recurring training facts, and let them function as com-
should be determined and a frame- munication allies, carrying specific
work established that encompasses messages into the community.
employee communication, including
the following: Designate company spokespersons
to address stakeholders with carefully
Make sure senior management crafted messages. Then consider using
understands the importance of two- employees as informal communicators
way communication and incorporates in times of crisis with official mes-
employee feedback in its decisions. saging that was developed for various
Employee feedback during a crisis helps crisis scenarios. Familiarity with com-

Employee crisis communication tips

1. Recognize the need for frequent two-way communication.

2. Develop and implement a customized plan before a crisis strikes.

3. Obtain senior management buy-in and ongoing support.

4. Seek and act upon employee feedback to enhance trust.

5. Communicate crisis-related news to employees first whenever possible.

6. Ensure consistent and coherent internal message delivery.

7. Turn employees into valuable communication allies.

8. Enable continuous dialogue to minimize employee uncertainty.

9. Employ proven communication channels.

10. Address employee questions and concerns thoroughly.

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 News media crisis communication tips
Dont delay
1. Understand the role of the traditional news media and how they work. following up with
2. Build long-term relationships with reporters long before a crisis hits. reporters even
3. Identify and train company spokespersons on a recurring basis. if new information
4. Establish and follow a companywide media policy. is not available or
5. Get crisis-related facts out fast via carefully crafted messages. cannot be shared.

6. View media interviews as valuable opportunities to convey key

messages.

7. Study reporters tendencies, previous stories and interview techniques.

8. Continuously monitor news coverage and correct the record as
necessary.

9. Follow up with reporters as promised even if no new information

can be shared.

10. Provide recurring crisis communication training to crisis response teams.

munication channels helps prevent how you work with journalists and
and overcome employee uncertainty, other media representatives:
and encourages continuous and con-
structive dialogue. Be ready when a journalist calls.
Because reporters may be unable to
Breaking news wait until the company has gathered,
Organizations that are unprepared verified and officially communicated
to work with traditional news media crisis-related facts (What happened?
during a crisis often experience intense Where? When? Why? Who is affected?
media scrutiny and negative coverage What are the relevant concerns? What
that can easily lead to unfavorable is being done about it?), they may turn
stakeholder perceptions and lasting to unofficial and less reliable sources.
reputational and economic damage. Quickly coordinating the manage-
It is the medias job to report crisis- rial, operational and communication
related news, illuminate relevant issues, response to a crisis is critical, but
influence issue portrayal and propose only designated spokespersons should
solutions. While journalists gener- address the media.
ally seek to report news in an objec-
tive, fact-based and balanced manner, Build long-term relationships with
todays media environment is highly relevant journalists. Mutual familiarity
competitive, and reporters must gen- and trust will increase the likelihood of
erate relevant information fast in order fact-based and non-sensational report-
to meet deadlines and stay ahead of ing if a crisis does occur.
the competition.
As you develop or update your cri- View media interviews and news
sis communication plan, keep in mind conferences as valuable opportunities

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to convey key messages. The reporter Social gains
functions as a filter through which Simply put, no company today can
your carefully crafted messages pass afford to ignore what is said online Because every
before they reach various stake and in social media about its business crisis is different,
holders. In addition to recurring practices, brands, performance, prod-
on-camera media training, proper ucts and services, and that is even truer management must
interview preparation includes study- during a crisis situation. evaluate the crisis
ing the assigned reporters tendencies, Employees, customers, competitors, response continuously
previous interviews and interview reporters and other stakeholders turn to
and make adjustments
techniques. the Internet and social media to obtain,
publish and distribute crisis-related as necessary.
Closely monitor news coverage, information. As a result, uncensored
especially during a crisis, so that any and potentially damaging content,
false or incomplete information can including audio and video clips, may
be identified and corrected right away. be published and syndicated across
Dont delay following up with report- borders in real time, and rumors and
ers even if new information is not false information may remain available
available or cannot be shared for legal on the Internet indefinitely.
or other reasons. Keep a media inquiry Be prepared to communicate and
log to track inquiries (Who inquired? engage with a broad range of stake-
Which outlet? When? Reason for call? holders by way of peer-to-peer con-
etc.) and to streamline processing and versation using various social media.
follow-up. Determine what social media outlets

Social media crisis communication tips

1. Establish, communicate and enforce a companywide social

media policy.

2. Continuously monitor online content and social media.

3. Determine what engaging stakeholders via social media
should accomplish.

4. Engage a broad range of stakeholders by way of peer-to-peer

conversation.

5. Carefully listen to and act upon stakeholder feedback provided

via social media.

6. Identify and connect with key online influencers.

7. Rebut false claims and accusations appearing in social media.
8. Refrain from engaging in pointless debate with negative
social media posters.

9.  Link your organizations website and social media tools.

10. Evaluate your crisis response on social media and make any
necessary adjustments.

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stakeholders are already using, and Make sure any content pertaining to
which channels might be particularly the crisis that is added by or on behalf
effective in reaching specific groups. of the company is clearly identifiable read more
In addition, consider the following: as such. Because every crisis is differ- Kellie Cummings, ABC,
ent, management must evaluate the discusses how responding
Establish, communicate and enforce a crisis response continuously and make to citizens needs during
social media policy that clearly outlines adjustments as necessary. a devastating crisis, such
what employees are permitted to do as Hurricane Sandy or the
with social media while on company 2011 earthquake in Japan,
time. Thorough Internet and social about the authors is an effort increasingly
media monitoring has to be conducted Oliver S. Schmidt is managing partner shared by business and
around the clock as well, and should of C4CS, which specializes in strategic government. She also offers
include issue- and crisis-specific mon- communication and crisis manage- tips for how organizations
itoring, with the results shared within ment. Based in Pittsburgh, Pennsyl can prepare their stakehold-
the company. vania, Schmidt has worked with clients ers for the next disaster.
in the Americas, Asia and Europe, and
Listen and respond to stakeholder has provided consulting and training
comments and feedback provided via services to managers in more than
social media, especially if the informa- 40 countries. Follow him on Twitter:
tion posted is incorrect and potentially @C4CSinfo.
damaging. Identify and connect with
key online influencers who will share Dianne L. Chase is senior partner of
your messages with a large number of C4CS and head of the firms office in
individual stakeholders. Charlotte, North Carolina. Chase is
currently serving as chair of the board
Address and correct any false claims for IABCs Southern Region. Follow her
or accusations as soon as possible. on Twitter: @C4CSinfo.

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