Transcript Jacqueline Couture

Crisis
Communications
Networks of Centres of Excellence Annual Meeting
December 5, 2011
Chateau Laurier
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Overview
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Difference between an issue and a crisis
Assessing the situation
When a Crisis strikes
Delivery Do’s and Don’t’s
Learning from others
Writing a plan BEFORE a crisis hits
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What is an Issue?
 An issue is an incident or situation that
involves a degree of sensitivity and
urgency that may have a negative impact
on your organization’s reputation
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What is a Crisis?
An occurrence:
 that is linked to your organization and opposes its
core values, programs and activities; or
 that is linked to your organization and will cause
embarrassment to your president, your board or
your community; or
 that damages the integrity of your organization
 that has the potential to disrupt your day-to-day
operations
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Assessing the Impact
 on your ability to deliver your organization’s
mandate, programs, etc.
 on the board and its members
 on your Stakeholders
 on level of potential embarrassment
 on reputation
 Public or political prominence
 local vs. National
 on the Minister and/or our Government
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NOT ignoring Issues
 Embarrassment often stems because the
organization was aware but did not take action
 Experts say 56% of crisis situations were “issues”
senior management were aware of beforehand
 The truth is usually revealed in time
 Public perception of a cover-up has more legs than
a proactive response
 You don’t hear about the organizations that handled
the issue or crisis well…not newsworthy
 The quicker you react and take responsibility the
quicker it goes away
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http://ottawa.ctv.ca/servlet/an/local/CTVNews/20100901/OTT_Porsche_100901/20100901?hub=OttawaHome
http://www.cbc.ca/news/canada/north/story/2007/10/26/bc-inuitartistcra.html
When a Crisis Strikes
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Convene Crisis Team
Generate overview of issue, perceptions
Scan media and social media
Generate action plan options and assess
Take action
Connect with stakeholders (internal and
external )
 Connect with media to lead the discussion
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Communications To
Stakeholders and Media
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Communication is Key
 Acknowledge the problem do not underplay
impact
 BE TRANSPARENT AND FACTUAL
 Articulate clearly what steps are being taken to
fix the problem
 Focus on the long term interest of the
stakeholders
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Communication is Key
 Each interaction is an opportunity to enhance
trust and rapport
 Be genuine, show your concern and passion for
the organization and for correcting the problem
 Display a strong understanding of the situation
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Communicate, but DO NOT:
 Speculate on causes
 Discuss liability or responsibility
 Use “regret” not “apologize”
 Make overly optimistic statements
regarding remediation
 Minimize extent of problems
 Let the media inform your community
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Please remember…
 People understand organizations make
mistakes
 People will forgive an honest mistake
 People will not forgive dishonesty or a
cover-up
 Stonewalling only gets you into more trouble
 In most cases all damage cannot be erased
 The goal is to decrease damage
Best Practice: Maple Leaf
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Preparing a crisis
communications plan
 It must address the following four questions:
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Who does what?
How do we do it?
Who is the spokesperson?
What do we say?
Where do you start?
 Think of all the things that could pose a
threat to your organization
 What is the worst thing that can happen to
your organization?
– How will you deal with it?
– If there is even a slight chance that it could
happen, assume that it will and write it into your
plan.
Next steps
 Identify the crisis team
– Management and communications
 Identify the roles and responsibilities
 Establish the process
 Prepare samples messages
– Media advisory
– Key messages
– Message to staff, stakeholders
 Any other products or lists that could be
useful
Practice makes perfect (almost)
 Create MOCK Crisis Situation
 Have participants go through crisis
communications steps
 Decide on crisis team
 Illustrate situation and perceptions
 Create action plan options
 Discuss and Assess
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Questions
[email protected]