Jacqueline Couture
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Transcript Jacqueline Couture
Crisis
Communications
Networks of Centres of Excellence Annual Meeting
December 5, 2011
Chateau Laurier
2
Overview
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
3
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
4
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
5
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
7
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
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
14
Preparing a crisis
communications plan
It must address the following four questions:
–
–
–
–
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]