Social gains in crisis communications

Crisis Communication

Read entire article and answer the following discussion questions (in detail). They are based on the article entitled "Communicating inside and out" (see attachment). Be mindful to include reference information.

1. At a minimum, who should be notified during a crisis situation?

2. Describe what is meant by "social gains" in crisis communications?

14 • COMMUNICATION WORLD • DECEMBER 2013

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.

crisis communication talking points

Make sure your crisis

response includes these

key stakeholders

Communicating inside and out

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15 • COMMUNICATION WORLD • DECEMBER 2013

Internal matters Employees especially are often neglected during a business crisis, and as a result, many companies alienate their best advocates—the people who are excellent workers and whose opin- ions and attitudes have an impact out- side the company, through their daily conversations with friends and family, as well as through their social media interactions. Your company’s crisis communica- tion plan should definitely include an employee communication com- ponent. (If your organization doesn’t have a stated crisis communication plan already, then creating one should be a priority.) Processes, responsibili- ties, channels and recurring training should be determined and a frame- work established that encompasses employee communication, including the following:

• Make sure senior management understands the importance of two- way communication and incorporates employee feedback in its decisions. Employee feedback during a crisis helps

identify the value of messages, helps keep tabs on rumors and false infor- mation, highlights employee concerns, and enhances trust. Even questions that seem inconvenient or unimpor- tant should be addressed in order to keep people informed and their morale up. Follow-up messages should take employee opinions into account and provide information about the steps company leadership is taking.

• Communicate first with employees about matters that affect them. Think about it: Wouldn’t you want to know from your own company about a situ- ation that could affect your job? Empower your employees with the facts, and let them function as com- munication allies, carrying specific messages into the community. • Designate company spokespersons to address stakeholders with carefully crafted messages. Then consider using employees as informal communicators in times of crisis with official mes- saging that was developed for various crisis scenarios. Familiarity with com-

Empower your

employees with the

facts, and let them

function as communi-

cation allies, carrying

specific messages

into the community.

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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16 • COMMUNICATION WORLD • DECEMBER 2013

munication channels helps prevent and overcome employee uncertainty, and encourages continuous and con- structive dialogue.

Breaking news Organizations that are unprepared to work with traditional news media during a crisis often experience intense media scrutiny and negative coverage that can easily lead to unfavorable stakeholder perceptions and lasting reputational and economic damage. It is the media’s job to report crisis- related news, illuminate relevant issues, influence issue portrayal and propose solutions. While journalists gener- ally seek to report news in an objec- tive, fact-based and balanced manner, today’s media environment is highly competitive, and reporters must gen- erate relevant information fast in order to meet deadlines and stay ahead of the competition. As you develop or update your cri- sis communication plan, keep in mind

how you work with journalists and other media representatives:

• Be ready when a journalist calls. Because reporters may be unable to wait until the company has gathered, verified and officially communicated crisis-related facts (What happened? Where? When? Why? Who is affected? What are the relevant concerns? What is being done about it?), they may turn to unofficial and less reliable sources. Quickly coordinating the manage- rial, operational and communication response to a crisis is critical, but only designated spokespersons should address the media.

• Build long-term relationships with relevant journalists. Mutual familiarity and trust will increase the likelihood of fact-based and non-sensational report- ing if a crisis does occur.

• View media interviews and news conferences as valuable opportunities

News media crisis communication tips

1. Understand the role of the traditional news media and how they work. 2. Build long-term relationships with reporters long before a crisis hits. 3. Identify and train company spokespersons on a recurring basis. 4. Establish and follow a companywide media policy. 5. Get crisis-related facts out fast via carefully crafted messages. 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.

Don’t delay

following up with

reporters even

if new information

is not available or

cannot be shared.

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17 • COMMUNICATION WORLD • DECEMBER 2013

to convey key messages. The reporter functions as a filter through which your carefully crafted messages pass before they reach various stake- holders. In addition to recurring on-camera media training, proper interview preparation includes study- ing the assigned reporter’s tendencies, previous interviews and interview techniques.

• Closely monitor news coverage, especially during a crisis, so that any false or incomplete information can be identified and corrected right away. Don’t delay following up with report- ers even if new information is not available or cannot be shared for legal or other reasons. Keep a media inquiry log to track inquiries (Who inquired? Which outlet? When? Reason for call? etc.) and to streamline processing and follow-up.

Social gains Simply put, no company today can afford to ignore what is said online and in social media about its business practices, brands, performance, prod- ucts and services, and that is even truer during a crisis situation. Employees, customers, competitors, reporters and other stakeholders turn to the Internet and social media to obtain, publish and distribute crisis-related information. As a result, uncensored and potentially damaging content, including audio and video clips, may be published and syndicated across borders in real time, and rumors and false information may remain available on the Internet indefinitely. Be prepared to communicate and engage with a broad range of stake- holders by way of peer-to-peer con- versation using various social media. Determine what social media outlets

Because every

crisis is different,

management must

evaluate the crisis

response continuously

and make adjustments

as necessary.

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 organization’s website and social media tools. 10. Evaluate your crisis response on social media and make any

necessary adjustments.

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18 • COMMUNICATION WORLD • DECEMBER 2013

stakeholders are already using, and which channels might be particularly effective in reaching specific groups. In addition, consider the following:

• Establish, communicate and enforce a social media policy that clearly outlines what employees are permitted to do with social media while on company time. Thorough Internet and social media monitoring has to be conducted around the clock as well, and should include issue- and crisis-specific mon- itoring, with the results shared within the company.

• Listen and respond to stakeholder comments and feedback provided via social media, especially if the informa- tion posted is incorrect and potentially damaging. Identify and connect with key online influencers who will share your messages with a large number of individual stakeholders.

• Address and correct any false claims or accusations as soon as possible.

Make sure any content pertaining to the crisis that is added by or on behalf of the company is clearly identifiable as such. Because every crisis is differ- ent, management must evaluate the crisis response continuously and make adjustments as necessary.

about the authors Oliver S. Schmidt is managing partner of C4CS, which specializes in strategic communication and crisis manage- ment. Based in Pittsburgh, Pennsyl- vania, Schmidt has worked with clients in the Americas, Asia and Europe, and has provided consulting and training services to managers in more than 40 countries. Follow him on Twitter: @C4CSinfo.

Dianne L. Chase is senior partner of C4CS and head of the firm’s office in Charlotte, North Carolina. Chase is currently serving as chair of the board for IABC’s Southern Region. Follow her on Twitter: @C4CSinfo.

read more Kellie Cummings, ABC, discusses how responding to citizens’ needs during a devastating crisis, such as Hurricane Sandy or the 2011 earthquake in Japan, is an effort increasingly shared by business and government. She also offers tips for how organizations can prepare their stakehold- ers for the next disaster.

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