Transcript Slide 1

June 22, 2007
When, not if: disaster
planning from a
communications perspective
“When, not if”
“Calamity is the perfect glass wherein we
truly see and know ourselves.”
-- Sir William D'Avenant
“When, not if”
A crisis:
• Interferes with normal operations
• Has potential for rapid escalation
Crises can create:
• Intense scrutiny from media, customers
• Implications for company reputation, relationships and
liabilities
• Opportunities to “do the right thing” and make gains
among key stakeholders
• Challenges/opportunities
3
It comes in all shapes and
sizes
• Man-made disasters, e.g. Oklahoma bombing,
9/11
• Natural disasters, e.g., hurricanes, (Katrina),
floods, (Houston), tornados (Arkansas),
earthquakes (California), wildfires (CA again)
• Medical disasters e.g., bird flu
4
What are we trying to
accomplish?
Crisis communications objectives:
• Demonstrate leadership
• Show compassion
• Be transparent
• Do no harm
5
Preparing
• Develop an operational crisis plan
• Create a communications structure
• Assemble a top-level crisis communications
team
• “Plan your work, then work your plan,” (but
always be flexible)
6
Before, during and after the
plan
• Build your well of good will
• Forge strong relationships with key influencers
• Know who will speak
• Practice with “minor” issues
• Have technology tools ready
7
When it happens
• Get your bearings
• Know you won’t know
• Mobilize the team
• Open lines of communication
• Consider the narrative
• Speed is everything
8
Remember your own
• Employees and their families
• Civic leaders
• Union representatives
• Influencers
• Even your own opponents
9
Assess the situation
Establish the facts:
• Amount and type of damage
• Geographic impact
• Number of customers affected
• Anticipated duration
Evaluate:
• Monitor evolving conditions
• Continuously evaluate response activities
10
Assess response options
• Evaluate external communications needs
• Designate company spokesperson
• Proactive v. reactive media response
• Collateral media materials
• Web content, if needed
• Staffing and logistics
• Media activity
• Constant analysis
11
Consider the media’s agenda
•Reporters are looking for conflict, drama
•Anticipate questions in advance
•Be truthful, sincere, accurate, in control
12
A leader’s role
• The strength of being there
• Relying on the bench
• Rally out of the bunker
13
Crisis plans are never shelved
• Conduct periodic scenario testing
• Update the plan quarterly to keep current
• Rehearse your plan, given a specific set of facts
14
“When, not if”
“There cannot be any more crises this
week. My schedule is already full. ”
-- Henry Kissinger