| I turned on the television news recently to learn | | | | 2. Realise that crises take a wide range of shapes. |
| that one of our top football teams may have lost | | | | As I say, this can be anything from the hotel's |
| an important match because of illness, the story | | | | crisis to a legal dispute getting out of hand to |
| being brought to us by a reporter stationed | | | | customer dissatisfaction aired on the Internet. I |
| outside the hotel where the players enjoyed lunch | | | | even recall a weekend phone call from a Scout |
| prior to the game. | | | | leader whose campsite had been washed away in |
| In the car, this was the lead story on the radio | | | | storms with some children being injured; the |
| news with the story read by a reporter, again | | | | media were on the telephone badgering her for |
| said to be outside the hotel. He confirmed that | | | | the story! They will all require slightly different |
| the Police had collected samples from the | | | | responses. Brainstorm and prepare for as many |
| restaurant to pass onto the health authorities. | | | | as you can imagine. |
| Guess what? The story was also the lead in the | | | | 3. Develop a PR communications plan. A barrage |
| tabloid newspapers sat on my desk when I | | | | of media attention may swamp you within |
| reached the office. Photographs of the hotel in | | | | minutes of the news breaking. Also, think about |
| question usually supported the story. | | | | how you will get information out to staff, |
| As a public relations professional, I reflected on | | | | supporters & investors, and customers - |
| what the hotel's PR people are going through this | | | | yes, remember to get your side of the story out |
| morning. This is a prestigious hotel group with a | | | | to customers as soon as you can. Internal |
| well-crafted brand image of quality at the | | | | communication is as important as communication |
| premium end of the market. Here they are, in the | | | | to the general public. |
| spotlight for all the wrong sort of reasons! | | | | A physical plan has to do with getting everyone |
| They will surely have a documented Crisis | | | | out of the building in case of an earthquake. A |
| Management Plan or, in softer terms, a PR | | | | communications plan involves identifying a |
| Communications Plan. But it is not only global | | | | spokesperson, developing press releases, setting |
| companies who need to devise a plan in advance. | | | | up a media hotline, and finding a place where you |
| Being in business, or even running a not-for-profit | | | | can have a press conference. |
| organisation, exposes everyone to the risk of a | | | | 4. Be prepared to speak to the media and to |
| PR crisis. | | | | your constituents. Even if you can't say much |
| No organisation is very far from crises and their | | | | because your lawyer is concerned about liability, |
| resulting media attention. Their reputation can be | | | | plan to say what you can as soon as you can. Be |
| washed away or seriously damaged in an instant. | | | | concerned, show concern, speak concern, and |
| A crisis is any situation that threatens the | | | | always tell the truth. That doesn't mean you have |
| integrity or reputation of your company, usually | | | | to tell everything all at once, but never, never lie. |
| brought on by adverse or negative media | | | | 5. Provide media training for senior management. |
| attention. | | | | Do this before a disaster strikes. Make it a regular |
| These situations can be any kind of legal dispute, | | | | part of board and senior employee training. Media |
| theft, accident, fire, flood or manmade disaster | | | | training needn't cost a lot if you have someone on |
| that could be attributed to your company. It can | | | | your board working in public relations or someone |
| also be a situation where in the eyes of the | | | | who is a member of the media. The key is to do |
| media or general public your company did not | | | | it regularly so that new people are always trained |
| react to one of the above situations in the | | | | and others don't grow stale. |
| appropriate manner. This definition is not all | | | | Don't delay your crisis planning. Don't ruin your |
| encompassing but rather is designed to give you | | | | hard-won reputation by handling difficult situations |
| an idea for the types of situations where you | | | | badly! The directors and PR team of that hotel |
| may need to follow this plan. | | | | this morning went to bed last evening little |
| Crisis management is a complex subject, but here | | | | knowing the blast of unwelcome publicity that was |
| are five tips to get you started. And, start, you | | | | facing them this morning. Hopefully, their PR |
| must. | | | | Communications Plan will be a trusted aide today! |
| 1. Don't wait. Many organisations only get their | | | | Suggested reading |
| crisis plans underway once a disaster has struck. | | | | 1. "Crisis in Organizations: Managing and |
| Instead, brainstorm possible scenarios or types of | | | | Communicating in the Heat of Crisis," by Laurence |
| disasters that could happen, and start planning for | | | | Barton. |
| them. In fact, I have found this to be a positive | | | | 2. "You'd Better Have a Hose if You Want to Put |
| process as bringing together key executives to | | | | Out the Fire: The Complete Guide to Crisis and |
| share ideas and examine scenarios often brings | | | | Risk Communications," by Rene A. Henry. |
| out a range of issues that they can take forward. | | | | |