facing a pr crisis
TRANSCRIPT
Fac ing a PR c r i s i s
4imprintcom
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
Facing a PR cr is is The v i ta l f i rst response
ldquoYoumaynotrealizeitwhenithappensbutakickin
theteethmaybethebestthingintheworldforyourdquo1
mdashWaltDisney
ldquoInthemiddleofadifficultyliesopportunityrdquo2
mdashAlbertEinstein
SpeedingbulletsareoflittleconcerntosuperheroeslikeSupermanandWonder
WomanButformeremortalswholackchestsofsteelandmagicbraceletsmetal
projectilescanbecripplingifnotdeadlyAndinthebusinessworldthesebullets
donrsquotevenhavetoberealtocauserealharm
So what is a speeding bul let of bus iness
OnewithpotentialfatalfirepoweristhePRcrisiswhichallbusinesseswill
eventuallyfacePRcrisesrangeinmagnitudeandimpactTheycancomeinthe
formofadisgruntledcustomeroverbadserviceahostiletakeoveranastylawsuit
orarecallofyourcompanyrsquosproductsWhenJohnsonampJohnsonfacedagiantPR
crisisin1986itstopofficialssteppedupInldquoCrisisManagementMomentsrdquoSteven
RVanHookfounderofWorldwideMediaRelationswrote
In1986someoneputcapsulespoisonedwithlethalamountsofcyanidein
JohnsonandJohnsonbottlesofTylenolonstoreshelvesBeforeanyone
coulddoanythingsevenpeoplediedfromthepoisonedmedicineThe
companymetthecrisishead-onFirsttheyspent$300-millionrecallingall
samplesofthemedicinebottlesThenthecompanyintroducednewtamper-
proofmedicinecontainersthatchangedtheentireindustryButmost
importantlythecompanywasprepareditactedcoollytheyansweredthe
toughquestionsandintheendmaintainedtheirdominanceinthemarket
Theyusedthemediatodemonstratetheirconcernandtheirdetermination
toresolvethecrisisItwasamessageofcourageandleadershipthrough
effectivepublicrelations3
1WaltDisneyhttpthinkexistcomquoteswalt_disneyAlbertEinsteinhttpthinkexistcomquotationin_the_middle_of_difficulty_lies_opportunity101html3ldquoCrisisManagementMomentsrdquobyStevenRVanHookhttpaboutpublicrelationsnetaa01701ahtm
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
JohnsonampJohnsonrsquosresponseisaclassicexampleonhowabusinessshouldtackleaPR
crisismdashquicklyhonestlyandeffectively
Beforewehitdosanddonrsquotsofthevitalfirstresponseletuslookatsomemisstepsand
savesinPRcrisismanagement
Keeping the fa i thful
WhenApplebroughttheiPhonetomarketinJune2007
fanslinedupeagertoforkoverthe$600forthesleekhot
gizmoTechheadsravedSalessoaredApplecoulddono
wronguntiltwomonthslaterwhenSteveJobsCEOof
AppleIncreducedthepriceofitshighlytoutediPhonebyathirdmdash
$200(Thecompanyhashadalong-standingreputationfornot
discountingitsproducts)FansroaredtheirdisgustldquoIfeellikeIhave
beenrippedoffbyApplerdquo4onesaid
JobsrsquofirstresponsewastodismisstheangryvoicesldquoThatrsquoswhathappensin
technologyrdquo5hesaidInotherwordstechnologyisfluidDealwithit
ButJobsrsquohigh-and-mightystancequicklyfoldedafterearlyiPhonebuyersflooded
ApplemessageboardswithangryanddisappointedmessagesAdayaftertheprice-
reductionannouncementJobscamebackwitharemarkableconcessionHewrotein
anopenlettertoiPhonecustomers
ldquohellipeventhoughwearemakingtherightdecisiontolowerthepriceofiPhone
andeventhoughthetechnologyroadisbumpyweneedtodoabetterjob
takingcareofourearlyiPhonecustomersasweaggressivelygoafternewones
withalowerpriceOurearlycustomerstrustedusandwemustliveuptothat
trustwithouractionsinmomentsliketheserdquo6
Appleacknowledgedthatithadabuseditscorecustomersrsquotrustand
extendeda$100storecredittotheearlyiPhonebuyers7Thatmove
appearedtohavemollifieditsloyalfansandtheApplebrandforthe
mostpartremainsintact
ldquoSomeearlyiPhonebuyersirkedothershavenoregretsrdquobyJimHopkinsandMichelleKesslerUSATODAYSept5007
5IbidHopkinsandKessler6OpeniPhoneLetterbySteveJobshttpwwwapplecomhotnewsopeniphoneletterSept60077ldquoiPhoneOwnersCryFoulOverPriceCutrdquobyKatieHafnerandBradStoneNewYorkTimesSept7007
Blue
Pap
ersHow not to respond to a cr is is
WhenVicePresidentDickCheneyaccidentallywounded
afellowhunterinTexasonaSaturdayinFebruaryof2006
thenationalmediawentballisticwhenthenewswasnrsquot
discloseduntiladaylaterEvenPresidentBushinitially
gotanincompletereportontheshooting8
TwodaysaftertheaccidentCheneyremainedout
ofthepubliceyeForapublicofficialaperson
whoholdsthesecond-highestpublicofficeinthe
UnitedStatesCheneyrsquosnon-actionswereapublicrelationsnightmare
MichaelHubbardwhoblogsaboutcrisispublicrelationswrote
ldquo(Cheney)didnotcommunicatewiththepublicnortheadministrationin
WashingtonabouttheincidentuntilwellaftertheincidenthadoccurredHis
actionsmadeitappeartothepublicasthoughhewerehidingsomethingWhen
hefinallyaddressedthepublicitwastoolittletoolateHismistakecontinuestobe
thefoundationofmanyjokestothisday9
HubbardwasrightLate-nighttalkshowhostspiledonCheneyEvenPresidentBushmade
hissecond-in-commandthebuttofajokeDuringaspeechattheAlfalfaClubinJanuary
BushsaidldquoWhenIwasherelastyearmyapprovalratingwasinthe30smynomineefor
theSupremeCourthadjustwithdrawnandmyvicepresidenthadshotsomeonemdashah
thosewerethegoodolddaysrdquo10
When the going gets tough hellip
Cheneycouldhaveavoidedmanyofhisproblemsifheorhishandlers
hadreadthegovernmentrsquosofficialcrisiscommunicationtips11readily
availableonlineThesetipseasilyapplytobothpublicand
privatesectors
Inacrisisbringallthekeyplayersintoaroomandgetthefacts
straightNevertellmorethanyouknowdonrsquotfreelancewhatyou
thinkandconstantlyupdatereportersrdquosaidSusanKing
spokespersonattwofederaldepartmentsduringtheClinton
8ldquoNoEndtoQuestionsinCheneyHuntingAccidentrdquobyAnneEKornblutandRalphBlumenthalNewYorkTimesFeb1006
9ldquoAllTogetherNowrdquobyMichaelHubbardhttpcrisispublicrelationsblogspotcomApril1800610DanFroomkincolumnistWashingtonPostJan30007
httpwwwwashingtonpostcomwp-dyncontentblog0070130BL007013000803_5html11CrisisCommunicationsUSGovernmenthttpusinfostategovproductspubspressofficecrisishtm
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
administrationldquoReportershavetogetinformationandifyoudonrsquotgivethem
anythingtheywillreportrumorsrdquo12
Thegovernmentdividescrisiscommunicationsintobeforeduringandafterthecrisis
Herearesomeofthehighlights
Before a crisis
bull Maintaintrustworthycrediblerelationshipswith
themediaallofthetimeIfyoudothemediawillbe
lesssuspiciousandmorecooperativeinthemidst
ofacrisis
bull Selectsomeonetobethecrisismanager
bull Havethecrisismanagercollectinformationonpotentiallytroublesome
issuesandtrendsEvaluatethemgatherdataonthemanddevelop
communicationsstrategiestopreventorredirecttheircourse
bull IdentifymembersofapossiblecrisismanagementteamHaveinplace
theirrolesactionstobetakenandpossiblescenariosHavealistoftheir
officehomeandcellormobilephonenumbersAlsohavecopiesoftheir
biographiesInacrisisthepressmaywanttoknowthebackgroundsof
thosedealingwithit
bull Givedesignatedspokespeopletrainingindealingwiththemedia
bull Determinethemessagetargetandmediaoutletsthatcouldbeusedin
variouscrisisplans
During a crisis
bull WhenacrisishitsimmediatelygetthewordtothepressOtherwisethe
mediawillgettheirinformationthroughothermeans
bull Setupa24-hourcrisisandmediacenteratacentralplacefromwhichnews
isreleasedrumorsdealtwithfactsgatheredandbriefingsheld
bull Immediatelyldquogopublicrdquowithatrainedspokespersonatthesceneto
conductpressbriefingsLetthemediamdashandthereforethepublicmdashknow
thatyouaredealingwiththesituation
bull SaywhatyouknowandonlywhatyouknowDonrsquotspeculateDonrsquotbe
bulliedintosayinganythingbasedonrumorIfyoudonrsquotknowsomething
1IbidCrisisCommunicationsUSGovernment
Blue
Pap
ersadmititSayingldquothematterisunderinvestigationrdquomaybethebest
response
bull GatherinformationasquicklyaspossibleDeterminethebasicwhowhat
whenwhereandhowYoumightnotgettheldquowhyrdquountillater
bull Getthegovernmentoragencyleaderandothertopmanagementtothe
crisiscenterCancelotherplansPeoplewanttoseetheleadernotjustthe
public-affairsstaffHavingtopmanagementinfrontofthepressduringa
crisislendscredibilityandshowsthattheorganizationisnottreatingthe
situationlightly
After the crisis
bull Evaluatetheeffectivenessofthecrisisplanandhowpeopleresponded
bull Correctproblemssotheydonrsquothappenagain
The cr is is communicat ions k i t
DonCrowtherauthorofMediaRelationsPowerand
presidentof101PublicRelationscomsaideverycompany
shouldhaveacrisiscommunicationsandmanagementplan
ldquoItrsquoshowyouhandlethatcrisiswiththemediawhichwill
likelydeterminewhetherthecrisisbuildsorseriously
damagesyourcompanyrdquo13
hewrote
Crowtherdevelopedastarterlistofsevenmust-have
itemsinanycrisiscommunicationskit
1 AlistofthemembersofthecrisismanagementteamwhichshouldincludeatminimumtheCEOatrustedassistanttopmanagerfromtheCEOrsquosofficeheadsofeachdepartmentpublicrelationsandmarketingteammemberslegalandsecurity
2 Contactinformationforkeyofficersspokespeopleandcrisismanagementteammembers
3 Factsheetsonthecompanyeachdivisioneachphysicallocationandeach
productoffered
13ldquo7Must-HaveElementsinEveryCrisisCommunicationsKitrdquobyDonCrowtherhttpwwwglobalprblogweekcomarchives7_musthave_elements_php
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
4 Profilesandbiographiesforeachkeymanagerinyourcompany
5 Copiesofyourcompanydivisionandproductlogosyourpressreleaseformat
andthescanned-insignatureofyourCEOavailabledigitally
6 Pre-writtenscriptsansweringkeyquestionsthatyouhavegeneratedthrough
yourcrisisscenarioanalysisIncludedinthesescriptsshouldbethewordsyou
usetosayldquowedonrsquothavethatinformationyetbutwillletyouknowassoonas
itbecomesavailablerdquo
7 Contactinformationforeachofyourkeymediacontactsbothlocally
nationallyandifappropriatekeyfinancialpressandanalysts
Taking care of business
JudyHoffmanfounderofJCHEnterpriseswhichspecializesincrisiscommunicationssaid
ignoringthemediaduringacrisisisnotanoptionInotherwordsyoumustfindawayto
dealwiththemediaespeciallyintheaftermathofsomethingthatreflectspoorlyonyou
andyourbusinessHoffmanoffersfourthingsyouabsolutelymustavoidatallcosts
1 SayingldquoNocommentrdquoThattwo-wordphraseonlyconvincesthereportersthat
yoursquorehidingsomethingandthatyouneedthoroughinvestigatingHowever
thatdoesnrsquotmeanthatyoumustalwaysanswerthereporterrsquosquestions
HoffmansuggestedinsteadsayingldquoIrsquomsorrybutIsimplycannotanswerthat
questionbecause____________rdquoandgivethereasonThen
givethereporterinformationthatheorshecanusefora
story(preferablyoneofyourpositivekeymessages)
2 LyingDonotlieThistemporaryavoidanceofimmediate
painisnotworthlosingyourmostimportantasset
mdashyourcredibility
3 LosingyourtemperLosingyourcoolwillonlygetyouair
timethatwillberepeatedinaloopmdashnotagoodwayto
promoteyourcorporateimage
4 LosingeyecontactWhenansweringquestionslookatthereporterintheeye
withasteadybutnotunfriendlygazeThisisespeciallyimportantduringTV
interviewsIfyoudropyoureyestothefloororrollthemyourisksendinga
messagethatyouareuntrustworthy
Blue
Pap
ersNotallPRcriseshavetobedireTakethecaseofDetroitLionsreceiverRoyWilliams
whotoldaradiointerviewerthathehadano-tippingpolicywhenitcametopizza
deliveriesNowtheNFLstarhasareportedsalaryof$15millionWilliamsquickly
learnedthatmillionaireswhostiffpizzadeliverypeopleareregardedassocietyrsquos
lowlifes14Hegotreamedbythetraditionalmediaandpizza-lovingbloggers
ButonecompanybenefitedfromWilliamsrsquopublicfauxpasPizzaHut
PizzaHutPresidentScottBergrenquicklyjumpedintothe
fraybywritingWilliamsaletterwhichwasalsosenttothe
DetroitFreePressBergrenwrote
WersquodliketoissueyouachallengeAgreetoworkasa
deliverydriverforPizzaHutforjustonedayinDetroit
andwersquollforgiveallyourprevioustippingtransgressions
Furthermorewersquollcollectallthetipsyoureceiveand
donatethemtotheWorldFoodProgrammeaspartof
ourWorldHungerReliefWeekwhichiskicking-off
October1415
ThepublicitystuntwasbrilliantWilliamsagreedanddeliveredpizzaforadayHe
learnedfirsthandthestingingdisappointmentbeingstiffedatipandbecamea
convertedtipperPizzaHutgotineffectaday-longfreeadWithadashofcreativity
andapinchofhumorWilliams(andPizzaHut)divertedwhatcouldhavebeenaPRcrisis
intoanationalfeel-goodstory
Publicrelationsisnrsquotrocketsciencebutitdoestakea
greatdealofplanningforethoughtandpracticeNearly
everyorganizationatsomepointwillbefacedwith
uncomplimentarypressorasituationthatrequires
communicatingopenlywiththepublicThatbeingsaid
donrsquotassumeyourteamknowswhattodoAsthe
BoyScoutmottosaysBePrepared
1ldquoPizzaHutPrezChallengesLionsRoyWilliamsrdquohttpwwwdetroitcitycomblogsviewblogphpid=750Oct00715LetterfromScottBergrenPresidentPizzaHuttoRoyWilliams
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
Facing a PR cr is is The v i ta l f i rst response
ldquoYoumaynotrealizeitwhenithappensbutakickin
theteethmaybethebestthingintheworldforyourdquo1
mdashWaltDisney
ldquoInthemiddleofadifficultyliesopportunityrdquo2
mdashAlbertEinstein
SpeedingbulletsareoflittleconcerntosuperheroeslikeSupermanandWonder
WomanButformeremortalswholackchestsofsteelandmagicbraceletsmetal
projectilescanbecripplingifnotdeadlyAndinthebusinessworldthesebullets
donrsquotevenhavetoberealtocauserealharm
So what is a speeding bul let of bus iness
OnewithpotentialfatalfirepoweristhePRcrisiswhichallbusinesseswill
eventuallyfacePRcrisesrangeinmagnitudeandimpactTheycancomeinthe
formofadisgruntledcustomeroverbadserviceahostiletakeoveranastylawsuit
orarecallofyourcompanyrsquosproductsWhenJohnsonampJohnsonfacedagiantPR
crisisin1986itstopofficialssteppedupInldquoCrisisManagementMomentsrdquoSteven
RVanHookfounderofWorldwideMediaRelationswrote
In1986someoneputcapsulespoisonedwithlethalamountsofcyanidein
JohnsonandJohnsonbottlesofTylenolonstoreshelvesBeforeanyone
coulddoanythingsevenpeoplediedfromthepoisonedmedicineThe
companymetthecrisishead-onFirsttheyspent$300-millionrecallingall
samplesofthemedicinebottlesThenthecompanyintroducednewtamper-
proofmedicinecontainersthatchangedtheentireindustryButmost
importantlythecompanywasprepareditactedcoollytheyansweredthe
toughquestionsandintheendmaintainedtheirdominanceinthemarket
Theyusedthemediatodemonstratetheirconcernandtheirdetermination
toresolvethecrisisItwasamessageofcourageandleadershipthrough
effectivepublicrelations3
1WaltDisneyhttpthinkexistcomquoteswalt_disneyAlbertEinsteinhttpthinkexistcomquotationin_the_middle_of_difficulty_lies_opportunity101html3ldquoCrisisManagementMomentsrdquobyStevenRVanHookhttpaboutpublicrelationsnetaa01701ahtm
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
JohnsonampJohnsonrsquosresponseisaclassicexampleonhowabusinessshouldtackleaPR
crisismdashquicklyhonestlyandeffectively
Beforewehitdosanddonrsquotsofthevitalfirstresponseletuslookatsomemisstepsand
savesinPRcrisismanagement
Keeping the fa i thful
WhenApplebroughttheiPhonetomarketinJune2007
fanslinedupeagertoforkoverthe$600forthesleekhot
gizmoTechheadsravedSalessoaredApplecoulddono
wronguntiltwomonthslaterwhenSteveJobsCEOof
AppleIncreducedthepriceofitshighlytoutediPhonebyathirdmdash
$200(Thecompanyhashadalong-standingreputationfornot
discountingitsproducts)FansroaredtheirdisgustldquoIfeellikeIhave
beenrippedoffbyApplerdquo4onesaid
JobsrsquofirstresponsewastodismisstheangryvoicesldquoThatrsquoswhathappensin
technologyrdquo5hesaidInotherwordstechnologyisfluidDealwithit
ButJobsrsquohigh-and-mightystancequicklyfoldedafterearlyiPhonebuyersflooded
ApplemessageboardswithangryanddisappointedmessagesAdayaftertheprice-
reductionannouncementJobscamebackwitharemarkableconcessionHewrotein
anopenlettertoiPhonecustomers
ldquohellipeventhoughwearemakingtherightdecisiontolowerthepriceofiPhone
andeventhoughthetechnologyroadisbumpyweneedtodoabetterjob
takingcareofourearlyiPhonecustomersasweaggressivelygoafternewones
withalowerpriceOurearlycustomerstrustedusandwemustliveuptothat
trustwithouractionsinmomentsliketheserdquo6
Appleacknowledgedthatithadabuseditscorecustomersrsquotrustand
extendeda$100storecredittotheearlyiPhonebuyers7Thatmove
appearedtohavemollifieditsloyalfansandtheApplebrandforthe
mostpartremainsintact
ldquoSomeearlyiPhonebuyersirkedothershavenoregretsrdquobyJimHopkinsandMichelleKesslerUSATODAYSept5007
5IbidHopkinsandKessler6OpeniPhoneLetterbySteveJobshttpwwwapplecomhotnewsopeniphoneletterSept60077ldquoiPhoneOwnersCryFoulOverPriceCutrdquobyKatieHafnerandBradStoneNewYorkTimesSept7007
Blue
Pap
ersHow not to respond to a cr is is
WhenVicePresidentDickCheneyaccidentallywounded
afellowhunterinTexasonaSaturdayinFebruaryof2006
thenationalmediawentballisticwhenthenewswasnrsquot
discloseduntiladaylaterEvenPresidentBushinitially
gotanincompletereportontheshooting8
TwodaysaftertheaccidentCheneyremainedout
ofthepubliceyeForapublicofficialaperson
whoholdsthesecond-highestpublicofficeinthe
UnitedStatesCheneyrsquosnon-actionswereapublicrelationsnightmare
MichaelHubbardwhoblogsaboutcrisispublicrelationswrote
ldquo(Cheney)didnotcommunicatewiththepublicnortheadministrationin
WashingtonabouttheincidentuntilwellaftertheincidenthadoccurredHis
actionsmadeitappeartothepublicasthoughhewerehidingsomethingWhen
hefinallyaddressedthepublicitwastoolittletoolateHismistakecontinuestobe
thefoundationofmanyjokestothisday9
HubbardwasrightLate-nighttalkshowhostspiledonCheneyEvenPresidentBushmade
hissecond-in-commandthebuttofajokeDuringaspeechattheAlfalfaClubinJanuary
BushsaidldquoWhenIwasherelastyearmyapprovalratingwasinthe30smynomineefor
theSupremeCourthadjustwithdrawnandmyvicepresidenthadshotsomeonemdashah
thosewerethegoodolddaysrdquo10
When the going gets tough hellip
Cheneycouldhaveavoidedmanyofhisproblemsifheorhishandlers
hadreadthegovernmentrsquosofficialcrisiscommunicationtips11readily
availableonlineThesetipseasilyapplytobothpublicand
privatesectors
Inacrisisbringallthekeyplayersintoaroomandgetthefacts
straightNevertellmorethanyouknowdonrsquotfreelancewhatyou
thinkandconstantlyupdatereportersrdquosaidSusanKing
spokespersonattwofederaldepartmentsduringtheClinton
8ldquoNoEndtoQuestionsinCheneyHuntingAccidentrdquobyAnneEKornblutandRalphBlumenthalNewYorkTimesFeb1006
9ldquoAllTogetherNowrdquobyMichaelHubbardhttpcrisispublicrelationsblogspotcomApril1800610DanFroomkincolumnistWashingtonPostJan30007
httpwwwwashingtonpostcomwp-dyncontentblog0070130BL007013000803_5html11CrisisCommunicationsUSGovernmenthttpusinfostategovproductspubspressofficecrisishtm
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
administrationldquoReportershavetogetinformationandifyoudonrsquotgivethem
anythingtheywillreportrumorsrdquo12
Thegovernmentdividescrisiscommunicationsintobeforeduringandafterthecrisis
Herearesomeofthehighlights
Before a crisis
bull Maintaintrustworthycrediblerelationshipswith
themediaallofthetimeIfyoudothemediawillbe
lesssuspiciousandmorecooperativeinthemidst
ofacrisis
bull Selectsomeonetobethecrisismanager
bull Havethecrisismanagercollectinformationonpotentiallytroublesome
issuesandtrendsEvaluatethemgatherdataonthemanddevelop
communicationsstrategiestopreventorredirecttheircourse
bull IdentifymembersofapossiblecrisismanagementteamHaveinplace
theirrolesactionstobetakenandpossiblescenariosHavealistoftheir
officehomeandcellormobilephonenumbersAlsohavecopiesoftheir
biographiesInacrisisthepressmaywanttoknowthebackgroundsof
thosedealingwithit
bull Givedesignatedspokespeopletrainingindealingwiththemedia
bull Determinethemessagetargetandmediaoutletsthatcouldbeusedin
variouscrisisplans
During a crisis
bull WhenacrisishitsimmediatelygetthewordtothepressOtherwisethe
mediawillgettheirinformationthroughothermeans
bull Setupa24-hourcrisisandmediacenteratacentralplacefromwhichnews
isreleasedrumorsdealtwithfactsgatheredandbriefingsheld
bull Immediatelyldquogopublicrdquowithatrainedspokespersonatthesceneto
conductpressbriefingsLetthemediamdashandthereforethepublicmdashknow
thatyouaredealingwiththesituation
bull SaywhatyouknowandonlywhatyouknowDonrsquotspeculateDonrsquotbe
bulliedintosayinganythingbasedonrumorIfyoudonrsquotknowsomething
1IbidCrisisCommunicationsUSGovernment
Blue
Pap
ersadmititSayingldquothematterisunderinvestigationrdquomaybethebest
response
bull GatherinformationasquicklyaspossibleDeterminethebasicwhowhat
whenwhereandhowYoumightnotgettheldquowhyrdquountillater
bull Getthegovernmentoragencyleaderandothertopmanagementtothe
crisiscenterCancelotherplansPeoplewanttoseetheleadernotjustthe
public-affairsstaffHavingtopmanagementinfrontofthepressduringa
crisislendscredibilityandshowsthattheorganizationisnottreatingthe
situationlightly
After the crisis
bull Evaluatetheeffectivenessofthecrisisplanandhowpeopleresponded
bull Correctproblemssotheydonrsquothappenagain
The cr is is communicat ions k i t
DonCrowtherauthorofMediaRelationsPowerand
presidentof101PublicRelationscomsaideverycompany
shouldhaveacrisiscommunicationsandmanagementplan
ldquoItrsquoshowyouhandlethatcrisiswiththemediawhichwill
likelydeterminewhetherthecrisisbuildsorseriously
damagesyourcompanyrdquo13
hewrote
Crowtherdevelopedastarterlistofsevenmust-have
itemsinanycrisiscommunicationskit
1 AlistofthemembersofthecrisismanagementteamwhichshouldincludeatminimumtheCEOatrustedassistanttopmanagerfromtheCEOrsquosofficeheadsofeachdepartmentpublicrelationsandmarketingteammemberslegalandsecurity
2 Contactinformationforkeyofficersspokespeopleandcrisismanagementteammembers
3 Factsheetsonthecompanyeachdivisioneachphysicallocationandeach
productoffered
13ldquo7Must-HaveElementsinEveryCrisisCommunicationsKitrdquobyDonCrowtherhttpwwwglobalprblogweekcomarchives7_musthave_elements_php
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
4 Profilesandbiographiesforeachkeymanagerinyourcompany
5 Copiesofyourcompanydivisionandproductlogosyourpressreleaseformat
andthescanned-insignatureofyourCEOavailabledigitally
6 Pre-writtenscriptsansweringkeyquestionsthatyouhavegeneratedthrough
yourcrisisscenarioanalysisIncludedinthesescriptsshouldbethewordsyou
usetosayldquowedonrsquothavethatinformationyetbutwillletyouknowassoonas
itbecomesavailablerdquo
7 Contactinformationforeachofyourkeymediacontactsbothlocally
nationallyandifappropriatekeyfinancialpressandanalysts
Taking care of business
JudyHoffmanfounderofJCHEnterpriseswhichspecializesincrisiscommunicationssaid
ignoringthemediaduringacrisisisnotanoptionInotherwordsyoumustfindawayto
dealwiththemediaespeciallyintheaftermathofsomethingthatreflectspoorlyonyou
andyourbusinessHoffmanoffersfourthingsyouabsolutelymustavoidatallcosts
1 SayingldquoNocommentrdquoThattwo-wordphraseonlyconvincesthereportersthat
yoursquorehidingsomethingandthatyouneedthoroughinvestigatingHowever
thatdoesnrsquotmeanthatyoumustalwaysanswerthereporterrsquosquestions
HoffmansuggestedinsteadsayingldquoIrsquomsorrybutIsimplycannotanswerthat
questionbecause____________rdquoandgivethereasonThen
givethereporterinformationthatheorshecanusefora
story(preferablyoneofyourpositivekeymessages)
2 LyingDonotlieThistemporaryavoidanceofimmediate
painisnotworthlosingyourmostimportantasset
mdashyourcredibility
3 LosingyourtemperLosingyourcoolwillonlygetyouair
timethatwillberepeatedinaloopmdashnotagoodwayto
promoteyourcorporateimage
4 LosingeyecontactWhenansweringquestionslookatthereporterintheeye
withasteadybutnotunfriendlygazeThisisespeciallyimportantduringTV
interviewsIfyoudropyoureyestothefloororrollthemyourisksendinga
messagethatyouareuntrustworthy
Blue
Pap
ersNotallPRcriseshavetobedireTakethecaseofDetroitLionsreceiverRoyWilliams
whotoldaradiointerviewerthathehadano-tippingpolicywhenitcametopizza
deliveriesNowtheNFLstarhasareportedsalaryof$15millionWilliamsquickly
learnedthatmillionaireswhostiffpizzadeliverypeopleareregardedassocietyrsquos
lowlifes14Hegotreamedbythetraditionalmediaandpizza-lovingbloggers
ButonecompanybenefitedfromWilliamsrsquopublicfauxpasPizzaHut
PizzaHutPresidentScottBergrenquicklyjumpedintothe
fraybywritingWilliamsaletterwhichwasalsosenttothe
DetroitFreePressBergrenwrote
WersquodliketoissueyouachallengeAgreetoworkasa
deliverydriverforPizzaHutforjustonedayinDetroit
andwersquollforgiveallyourprevioustippingtransgressions
Furthermorewersquollcollectallthetipsyoureceiveand
donatethemtotheWorldFoodProgrammeaspartof
ourWorldHungerReliefWeekwhichiskicking-off
October1415
ThepublicitystuntwasbrilliantWilliamsagreedanddeliveredpizzaforadayHe
learnedfirsthandthestingingdisappointmentbeingstiffedatipandbecamea
convertedtipperPizzaHutgotineffectaday-longfreeadWithadashofcreativity
andapinchofhumorWilliams(andPizzaHut)divertedwhatcouldhavebeenaPRcrisis
intoanationalfeel-goodstory
Publicrelationsisnrsquotrocketsciencebutitdoestakea
greatdealofplanningforethoughtandpracticeNearly
everyorganizationatsomepointwillbefacedwith
uncomplimentarypressorasituationthatrequires
communicatingopenlywiththepublicThatbeingsaid
donrsquotassumeyourteamknowswhattodoAsthe
BoyScoutmottosaysBePrepared
1ldquoPizzaHutPrezChallengesLionsRoyWilliamsrdquohttpwwwdetroitcitycomblogsviewblogphpid=750Oct00715LetterfromScottBergrenPresidentPizzaHuttoRoyWilliams
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
JohnsonampJohnsonrsquosresponseisaclassicexampleonhowabusinessshouldtackleaPR
crisismdashquicklyhonestlyandeffectively
Beforewehitdosanddonrsquotsofthevitalfirstresponseletuslookatsomemisstepsand
savesinPRcrisismanagement
Keeping the fa i thful
WhenApplebroughttheiPhonetomarketinJune2007
fanslinedupeagertoforkoverthe$600forthesleekhot
gizmoTechheadsravedSalessoaredApplecoulddono
wronguntiltwomonthslaterwhenSteveJobsCEOof
AppleIncreducedthepriceofitshighlytoutediPhonebyathirdmdash
$200(Thecompanyhashadalong-standingreputationfornot
discountingitsproducts)FansroaredtheirdisgustldquoIfeellikeIhave
beenrippedoffbyApplerdquo4onesaid
JobsrsquofirstresponsewastodismisstheangryvoicesldquoThatrsquoswhathappensin
technologyrdquo5hesaidInotherwordstechnologyisfluidDealwithit
ButJobsrsquohigh-and-mightystancequicklyfoldedafterearlyiPhonebuyersflooded
ApplemessageboardswithangryanddisappointedmessagesAdayaftertheprice-
reductionannouncementJobscamebackwitharemarkableconcessionHewrotein
anopenlettertoiPhonecustomers
ldquohellipeventhoughwearemakingtherightdecisiontolowerthepriceofiPhone
andeventhoughthetechnologyroadisbumpyweneedtodoabetterjob
takingcareofourearlyiPhonecustomersasweaggressivelygoafternewones
withalowerpriceOurearlycustomerstrustedusandwemustliveuptothat
trustwithouractionsinmomentsliketheserdquo6
Appleacknowledgedthatithadabuseditscorecustomersrsquotrustand
extendeda$100storecredittotheearlyiPhonebuyers7Thatmove
appearedtohavemollifieditsloyalfansandtheApplebrandforthe
mostpartremainsintact
ldquoSomeearlyiPhonebuyersirkedothershavenoregretsrdquobyJimHopkinsandMichelleKesslerUSATODAYSept5007
5IbidHopkinsandKessler6OpeniPhoneLetterbySteveJobshttpwwwapplecomhotnewsopeniphoneletterSept60077ldquoiPhoneOwnersCryFoulOverPriceCutrdquobyKatieHafnerandBradStoneNewYorkTimesSept7007
Blue
Pap
ersHow not to respond to a cr is is
WhenVicePresidentDickCheneyaccidentallywounded
afellowhunterinTexasonaSaturdayinFebruaryof2006
thenationalmediawentballisticwhenthenewswasnrsquot
discloseduntiladaylaterEvenPresidentBushinitially
gotanincompletereportontheshooting8
TwodaysaftertheaccidentCheneyremainedout
ofthepubliceyeForapublicofficialaperson
whoholdsthesecond-highestpublicofficeinthe
UnitedStatesCheneyrsquosnon-actionswereapublicrelationsnightmare
MichaelHubbardwhoblogsaboutcrisispublicrelationswrote
ldquo(Cheney)didnotcommunicatewiththepublicnortheadministrationin
WashingtonabouttheincidentuntilwellaftertheincidenthadoccurredHis
actionsmadeitappeartothepublicasthoughhewerehidingsomethingWhen
hefinallyaddressedthepublicitwastoolittletoolateHismistakecontinuestobe
thefoundationofmanyjokestothisday9
HubbardwasrightLate-nighttalkshowhostspiledonCheneyEvenPresidentBushmade
hissecond-in-commandthebuttofajokeDuringaspeechattheAlfalfaClubinJanuary
BushsaidldquoWhenIwasherelastyearmyapprovalratingwasinthe30smynomineefor
theSupremeCourthadjustwithdrawnandmyvicepresidenthadshotsomeonemdashah
thosewerethegoodolddaysrdquo10
When the going gets tough hellip
Cheneycouldhaveavoidedmanyofhisproblemsifheorhishandlers
hadreadthegovernmentrsquosofficialcrisiscommunicationtips11readily
availableonlineThesetipseasilyapplytobothpublicand
privatesectors
Inacrisisbringallthekeyplayersintoaroomandgetthefacts
straightNevertellmorethanyouknowdonrsquotfreelancewhatyou
thinkandconstantlyupdatereportersrdquosaidSusanKing
spokespersonattwofederaldepartmentsduringtheClinton
8ldquoNoEndtoQuestionsinCheneyHuntingAccidentrdquobyAnneEKornblutandRalphBlumenthalNewYorkTimesFeb1006
9ldquoAllTogetherNowrdquobyMichaelHubbardhttpcrisispublicrelationsblogspotcomApril1800610DanFroomkincolumnistWashingtonPostJan30007
httpwwwwashingtonpostcomwp-dyncontentblog0070130BL007013000803_5html11CrisisCommunicationsUSGovernmenthttpusinfostategovproductspubspressofficecrisishtm
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
administrationldquoReportershavetogetinformationandifyoudonrsquotgivethem
anythingtheywillreportrumorsrdquo12
Thegovernmentdividescrisiscommunicationsintobeforeduringandafterthecrisis
Herearesomeofthehighlights
Before a crisis
bull Maintaintrustworthycrediblerelationshipswith
themediaallofthetimeIfyoudothemediawillbe
lesssuspiciousandmorecooperativeinthemidst
ofacrisis
bull Selectsomeonetobethecrisismanager
bull Havethecrisismanagercollectinformationonpotentiallytroublesome
issuesandtrendsEvaluatethemgatherdataonthemanddevelop
communicationsstrategiestopreventorredirecttheircourse
bull IdentifymembersofapossiblecrisismanagementteamHaveinplace
theirrolesactionstobetakenandpossiblescenariosHavealistoftheir
officehomeandcellormobilephonenumbersAlsohavecopiesoftheir
biographiesInacrisisthepressmaywanttoknowthebackgroundsof
thosedealingwithit
bull Givedesignatedspokespeopletrainingindealingwiththemedia
bull Determinethemessagetargetandmediaoutletsthatcouldbeusedin
variouscrisisplans
During a crisis
bull WhenacrisishitsimmediatelygetthewordtothepressOtherwisethe
mediawillgettheirinformationthroughothermeans
bull Setupa24-hourcrisisandmediacenteratacentralplacefromwhichnews
isreleasedrumorsdealtwithfactsgatheredandbriefingsheld
bull Immediatelyldquogopublicrdquowithatrainedspokespersonatthesceneto
conductpressbriefingsLetthemediamdashandthereforethepublicmdashknow
thatyouaredealingwiththesituation
bull SaywhatyouknowandonlywhatyouknowDonrsquotspeculateDonrsquotbe
bulliedintosayinganythingbasedonrumorIfyoudonrsquotknowsomething
1IbidCrisisCommunicationsUSGovernment
Blue
Pap
ersadmititSayingldquothematterisunderinvestigationrdquomaybethebest
response
bull GatherinformationasquicklyaspossibleDeterminethebasicwhowhat
whenwhereandhowYoumightnotgettheldquowhyrdquountillater
bull Getthegovernmentoragencyleaderandothertopmanagementtothe
crisiscenterCancelotherplansPeoplewanttoseetheleadernotjustthe
public-affairsstaffHavingtopmanagementinfrontofthepressduringa
crisislendscredibilityandshowsthattheorganizationisnottreatingthe
situationlightly
After the crisis
bull Evaluatetheeffectivenessofthecrisisplanandhowpeopleresponded
bull Correctproblemssotheydonrsquothappenagain
The cr is is communicat ions k i t
DonCrowtherauthorofMediaRelationsPowerand
presidentof101PublicRelationscomsaideverycompany
shouldhaveacrisiscommunicationsandmanagementplan
ldquoItrsquoshowyouhandlethatcrisiswiththemediawhichwill
likelydeterminewhetherthecrisisbuildsorseriously
damagesyourcompanyrdquo13
hewrote
Crowtherdevelopedastarterlistofsevenmust-have
itemsinanycrisiscommunicationskit
1 AlistofthemembersofthecrisismanagementteamwhichshouldincludeatminimumtheCEOatrustedassistanttopmanagerfromtheCEOrsquosofficeheadsofeachdepartmentpublicrelationsandmarketingteammemberslegalandsecurity
2 Contactinformationforkeyofficersspokespeopleandcrisismanagementteammembers
3 Factsheetsonthecompanyeachdivisioneachphysicallocationandeach
productoffered
13ldquo7Must-HaveElementsinEveryCrisisCommunicationsKitrdquobyDonCrowtherhttpwwwglobalprblogweekcomarchives7_musthave_elements_php
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
4 Profilesandbiographiesforeachkeymanagerinyourcompany
5 Copiesofyourcompanydivisionandproductlogosyourpressreleaseformat
andthescanned-insignatureofyourCEOavailabledigitally
6 Pre-writtenscriptsansweringkeyquestionsthatyouhavegeneratedthrough
yourcrisisscenarioanalysisIncludedinthesescriptsshouldbethewordsyou
usetosayldquowedonrsquothavethatinformationyetbutwillletyouknowassoonas
itbecomesavailablerdquo
7 Contactinformationforeachofyourkeymediacontactsbothlocally
nationallyandifappropriatekeyfinancialpressandanalysts
Taking care of business
JudyHoffmanfounderofJCHEnterpriseswhichspecializesincrisiscommunicationssaid
ignoringthemediaduringacrisisisnotanoptionInotherwordsyoumustfindawayto
dealwiththemediaespeciallyintheaftermathofsomethingthatreflectspoorlyonyou
andyourbusinessHoffmanoffersfourthingsyouabsolutelymustavoidatallcosts
1 SayingldquoNocommentrdquoThattwo-wordphraseonlyconvincesthereportersthat
yoursquorehidingsomethingandthatyouneedthoroughinvestigatingHowever
thatdoesnrsquotmeanthatyoumustalwaysanswerthereporterrsquosquestions
HoffmansuggestedinsteadsayingldquoIrsquomsorrybutIsimplycannotanswerthat
questionbecause____________rdquoandgivethereasonThen
givethereporterinformationthatheorshecanusefora
story(preferablyoneofyourpositivekeymessages)
2 LyingDonotlieThistemporaryavoidanceofimmediate
painisnotworthlosingyourmostimportantasset
mdashyourcredibility
3 LosingyourtemperLosingyourcoolwillonlygetyouair
timethatwillberepeatedinaloopmdashnotagoodwayto
promoteyourcorporateimage
4 LosingeyecontactWhenansweringquestionslookatthereporterintheeye
withasteadybutnotunfriendlygazeThisisespeciallyimportantduringTV
interviewsIfyoudropyoureyestothefloororrollthemyourisksendinga
messagethatyouareuntrustworthy
Blue
Pap
ersNotallPRcriseshavetobedireTakethecaseofDetroitLionsreceiverRoyWilliams
whotoldaradiointerviewerthathehadano-tippingpolicywhenitcametopizza
deliveriesNowtheNFLstarhasareportedsalaryof$15millionWilliamsquickly
learnedthatmillionaireswhostiffpizzadeliverypeopleareregardedassocietyrsquos
lowlifes14Hegotreamedbythetraditionalmediaandpizza-lovingbloggers
ButonecompanybenefitedfromWilliamsrsquopublicfauxpasPizzaHut
PizzaHutPresidentScottBergrenquicklyjumpedintothe
fraybywritingWilliamsaletterwhichwasalsosenttothe
DetroitFreePressBergrenwrote
WersquodliketoissueyouachallengeAgreetoworkasa
deliverydriverforPizzaHutforjustonedayinDetroit
andwersquollforgiveallyourprevioustippingtransgressions
Furthermorewersquollcollectallthetipsyoureceiveand
donatethemtotheWorldFoodProgrammeaspartof
ourWorldHungerReliefWeekwhichiskicking-off
October1415
ThepublicitystuntwasbrilliantWilliamsagreedanddeliveredpizzaforadayHe
learnedfirsthandthestingingdisappointmentbeingstiffedatipandbecamea
convertedtipperPizzaHutgotineffectaday-longfreeadWithadashofcreativity
andapinchofhumorWilliams(andPizzaHut)divertedwhatcouldhavebeenaPRcrisis
intoanationalfeel-goodstory
Publicrelationsisnrsquotrocketsciencebutitdoestakea
greatdealofplanningforethoughtandpracticeNearly
everyorganizationatsomepointwillbefacedwith
uncomplimentarypressorasituationthatrequires
communicatingopenlywiththepublicThatbeingsaid
donrsquotassumeyourteamknowswhattodoAsthe
BoyScoutmottosaysBePrepared
1ldquoPizzaHutPrezChallengesLionsRoyWilliamsrdquohttpwwwdetroitcitycomblogsviewblogphpid=750Oct00715LetterfromScottBergrenPresidentPizzaHuttoRoyWilliams
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHow not to respond to a cr is is
WhenVicePresidentDickCheneyaccidentallywounded
afellowhunterinTexasonaSaturdayinFebruaryof2006
thenationalmediawentballisticwhenthenewswasnrsquot
discloseduntiladaylaterEvenPresidentBushinitially
gotanincompletereportontheshooting8
TwodaysaftertheaccidentCheneyremainedout
ofthepubliceyeForapublicofficialaperson
whoholdsthesecond-highestpublicofficeinthe
UnitedStatesCheneyrsquosnon-actionswereapublicrelationsnightmare
MichaelHubbardwhoblogsaboutcrisispublicrelationswrote
ldquo(Cheney)didnotcommunicatewiththepublicnortheadministrationin
WashingtonabouttheincidentuntilwellaftertheincidenthadoccurredHis
actionsmadeitappeartothepublicasthoughhewerehidingsomethingWhen
hefinallyaddressedthepublicitwastoolittletoolateHismistakecontinuestobe
thefoundationofmanyjokestothisday9
HubbardwasrightLate-nighttalkshowhostspiledonCheneyEvenPresidentBushmade
hissecond-in-commandthebuttofajokeDuringaspeechattheAlfalfaClubinJanuary
BushsaidldquoWhenIwasherelastyearmyapprovalratingwasinthe30smynomineefor
theSupremeCourthadjustwithdrawnandmyvicepresidenthadshotsomeonemdashah
thosewerethegoodolddaysrdquo10
When the going gets tough hellip
Cheneycouldhaveavoidedmanyofhisproblemsifheorhishandlers
hadreadthegovernmentrsquosofficialcrisiscommunicationtips11readily
availableonlineThesetipseasilyapplytobothpublicand
privatesectors
Inacrisisbringallthekeyplayersintoaroomandgetthefacts
straightNevertellmorethanyouknowdonrsquotfreelancewhatyou
thinkandconstantlyupdatereportersrdquosaidSusanKing
spokespersonattwofederaldepartmentsduringtheClinton
8ldquoNoEndtoQuestionsinCheneyHuntingAccidentrdquobyAnneEKornblutandRalphBlumenthalNewYorkTimesFeb1006
9ldquoAllTogetherNowrdquobyMichaelHubbardhttpcrisispublicrelationsblogspotcomApril1800610DanFroomkincolumnistWashingtonPostJan30007
httpwwwwashingtonpostcomwp-dyncontentblog0070130BL007013000803_5html11CrisisCommunicationsUSGovernmenthttpusinfostategovproductspubspressofficecrisishtm
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
administrationldquoReportershavetogetinformationandifyoudonrsquotgivethem
anythingtheywillreportrumorsrdquo12
Thegovernmentdividescrisiscommunicationsintobeforeduringandafterthecrisis
Herearesomeofthehighlights
Before a crisis
bull Maintaintrustworthycrediblerelationshipswith
themediaallofthetimeIfyoudothemediawillbe
lesssuspiciousandmorecooperativeinthemidst
ofacrisis
bull Selectsomeonetobethecrisismanager
bull Havethecrisismanagercollectinformationonpotentiallytroublesome
issuesandtrendsEvaluatethemgatherdataonthemanddevelop
communicationsstrategiestopreventorredirecttheircourse
bull IdentifymembersofapossiblecrisismanagementteamHaveinplace
theirrolesactionstobetakenandpossiblescenariosHavealistoftheir
officehomeandcellormobilephonenumbersAlsohavecopiesoftheir
biographiesInacrisisthepressmaywanttoknowthebackgroundsof
thosedealingwithit
bull Givedesignatedspokespeopletrainingindealingwiththemedia
bull Determinethemessagetargetandmediaoutletsthatcouldbeusedin
variouscrisisplans
During a crisis
bull WhenacrisishitsimmediatelygetthewordtothepressOtherwisethe
mediawillgettheirinformationthroughothermeans
bull Setupa24-hourcrisisandmediacenteratacentralplacefromwhichnews
isreleasedrumorsdealtwithfactsgatheredandbriefingsheld
bull Immediatelyldquogopublicrdquowithatrainedspokespersonatthesceneto
conductpressbriefingsLetthemediamdashandthereforethepublicmdashknow
thatyouaredealingwiththesituation
bull SaywhatyouknowandonlywhatyouknowDonrsquotspeculateDonrsquotbe
bulliedintosayinganythingbasedonrumorIfyoudonrsquotknowsomething
1IbidCrisisCommunicationsUSGovernment
Blue
Pap
ersadmititSayingldquothematterisunderinvestigationrdquomaybethebest
response
bull GatherinformationasquicklyaspossibleDeterminethebasicwhowhat
whenwhereandhowYoumightnotgettheldquowhyrdquountillater
bull Getthegovernmentoragencyleaderandothertopmanagementtothe
crisiscenterCancelotherplansPeoplewanttoseetheleadernotjustthe
public-affairsstaffHavingtopmanagementinfrontofthepressduringa
crisislendscredibilityandshowsthattheorganizationisnottreatingthe
situationlightly
After the crisis
bull Evaluatetheeffectivenessofthecrisisplanandhowpeopleresponded
bull Correctproblemssotheydonrsquothappenagain
The cr is is communicat ions k i t
DonCrowtherauthorofMediaRelationsPowerand
presidentof101PublicRelationscomsaideverycompany
shouldhaveacrisiscommunicationsandmanagementplan
ldquoItrsquoshowyouhandlethatcrisiswiththemediawhichwill
likelydeterminewhetherthecrisisbuildsorseriously
damagesyourcompanyrdquo13
hewrote
Crowtherdevelopedastarterlistofsevenmust-have
itemsinanycrisiscommunicationskit
1 AlistofthemembersofthecrisismanagementteamwhichshouldincludeatminimumtheCEOatrustedassistanttopmanagerfromtheCEOrsquosofficeheadsofeachdepartmentpublicrelationsandmarketingteammemberslegalandsecurity
2 Contactinformationforkeyofficersspokespeopleandcrisismanagementteammembers
3 Factsheetsonthecompanyeachdivisioneachphysicallocationandeach
productoffered
13ldquo7Must-HaveElementsinEveryCrisisCommunicationsKitrdquobyDonCrowtherhttpwwwglobalprblogweekcomarchives7_musthave_elements_php
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
4 Profilesandbiographiesforeachkeymanagerinyourcompany
5 Copiesofyourcompanydivisionandproductlogosyourpressreleaseformat
andthescanned-insignatureofyourCEOavailabledigitally
6 Pre-writtenscriptsansweringkeyquestionsthatyouhavegeneratedthrough
yourcrisisscenarioanalysisIncludedinthesescriptsshouldbethewordsyou
usetosayldquowedonrsquothavethatinformationyetbutwillletyouknowassoonas
itbecomesavailablerdquo
7 Contactinformationforeachofyourkeymediacontactsbothlocally
nationallyandifappropriatekeyfinancialpressandanalysts
Taking care of business
JudyHoffmanfounderofJCHEnterpriseswhichspecializesincrisiscommunicationssaid
ignoringthemediaduringacrisisisnotanoptionInotherwordsyoumustfindawayto
dealwiththemediaespeciallyintheaftermathofsomethingthatreflectspoorlyonyou
andyourbusinessHoffmanoffersfourthingsyouabsolutelymustavoidatallcosts
1 SayingldquoNocommentrdquoThattwo-wordphraseonlyconvincesthereportersthat
yoursquorehidingsomethingandthatyouneedthoroughinvestigatingHowever
thatdoesnrsquotmeanthatyoumustalwaysanswerthereporterrsquosquestions
HoffmansuggestedinsteadsayingldquoIrsquomsorrybutIsimplycannotanswerthat
questionbecause____________rdquoandgivethereasonThen
givethereporterinformationthatheorshecanusefora
story(preferablyoneofyourpositivekeymessages)
2 LyingDonotlieThistemporaryavoidanceofimmediate
painisnotworthlosingyourmostimportantasset
mdashyourcredibility
3 LosingyourtemperLosingyourcoolwillonlygetyouair
timethatwillberepeatedinaloopmdashnotagoodwayto
promoteyourcorporateimage
4 LosingeyecontactWhenansweringquestionslookatthereporterintheeye
withasteadybutnotunfriendlygazeThisisespeciallyimportantduringTV
interviewsIfyoudropyoureyestothefloororrollthemyourisksendinga
messagethatyouareuntrustworthy
Blue
Pap
ersNotallPRcriseshavetobedireTakethecaseofDetroitLionsreceiverRoyWilliams
whotoldaradiointerviewerthathehadano-tippingpolicywhenitcametopizza
deliveriesNowtheNFLstarhasareportedsalaryof$15millionWilliamsquickly
learnedthatmillionaireswhostiffpizzadeliverypeopleareregardedassocietyrsquos
lowlifes14Hegotreamedbythetraditionalmediaandpizza-lovingbloggers
ButonecompanybenefitedfromWilliamsrsquopublicfauxpasPizzaHut
PizzaHutPresidentScottBergrenquicklyjumpedintothe
fraybywritingWilliamsaletterwhichwasalsosenttothe
DetroitFreePressBergrenwrote
WersquodliketoissueyouachallengeAgreetoworkasa
deliverydriverforPizzaHutforjustonedayinDetroit
andwersquollforgiveallyourprevioustippingtransgressions
Furthermorewersquollcollectallthetipsyoureceiveand
donatethemtotheWorldFoodProgrammeaspartof
ourWorldHungerReliefWeekwhichiskicking-off
October1415
ThepublicitystuntwasbrilliantWilliamsagreedanddeliveredpizzaforadayHe
learnedfirsthandthestingingdisappointmentbeingstiffedatipandbecamea
convertedtipperPizzaHutgotineffectaday-longfreeadWithadashofcreativity
andapinchofhumorWilliams(andPizzaHut)divertedwhatcouldhavebeenaPRcrisis
intoanationalfeel-goodstory
Publicrelationsisnrsquotrocketsciencebutitdoestakea
greatdealofplanningforethoughtandpracticeNearly
everyorganizationatsomepointwillbefacedwith
uncomplimentarypressorasituationthatrequires
communicatingopenlywiththepublicThatbeingsaid
donrsquotassumeyourteamknowswhattodoAsthe
BoyScoutmottosaysBePrepared
1ldquoPizzaHutPrezChallengesLionsRoyWilliamsrdquohttpwwwdetroitcitycomblogsviewblogphpid=750Oct00715LetterfromScottBergrenPresidentPizzaHuttoRoyWilliams
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
administrationldquoReportershavetogetinformationandifyoudonrsquotgivethem
anythingtheywillreportrumorsrdquo12
Thegovernmentdividescrisiscommunicationsintobeforeduringandafterthecrisis
Herearesomeofthehighlights
Before a crisis
bull Maintaintrustworthycrediblerelationshipswith
themediaallofthetimeIfyoudothemediawillbe
lesssuspiciousandmorecooperativeinthemidst
ofacrisis
bull Selectsomeonetobethecrisismanager
bull Havethecrisismanagercollectinformationonpotentiallytroublesome
issuesandtrendsEvaluatethemgatherdataonthemanddevelop
communicationsstrategiestopreventorredirecttheircourse
bull IdentifymembersofapossiblecrisismanagementteamHaveinplace
theirrolesactionstobetakenandpossiblescenariosHavealistoftheir
officehomeandcellormobilephonenumbersAlsohavecopiesoftheir
biographiesInacrisisthepressmaywanttoknowthebackgroundsof
thosedealingwithit
bull Givedesignatedspokespeopletrainingindealingwiththemedia
bull Determinethemessagetargetandmediaoutletsthatcouldbeusedin
variouscrisisplans
During a crisis
bull WhenacrisishitsimmediatelygetthewordtothepressOtherwisethe
mediawillgettheirinformationthroughothermeans
bull Setupa24-hourcrisisandmediacenteratacentralplacefromwhichnews
isreleasedrumorsdealtwithfactsgatheredandbriefingsheld
bull Immediatelyldquogopublicrdquowithatrainedspokespersonatthesceneto
conductpressbriefingsLetthemediamdashandthereforethepublicmdashknow
thatyouaredealingwiththesituation
bull SaywhatyouknowandonlywhatyouknowDonrsquotspeculateDonrsquotbe
bulliedintosayinganythingbasedonrumorIfyoudonrsquotknowsomething
1IbidCrisisCommunicationsUSGovernment
Blue
Pap
ersadmititSayingldquothematterisunderinvestigationrdquomaybethebest
response
bull GatherinformationasquicklyaspossibleDeterminethebasicwhowhat
whenwhereandhowYoumightnotgettheldquowhyrdquountillater
bull Getthegovernmentoragencyleaderandothertopmanagementtothe
crisiscenterCancelotherplansPeoplewanttoseetheleadernotjustthe
public-affairsstaffHavingtopmanagementinfrontofthepressduringa
crisislendscredibilityandshowsthattheorganizationisnottreatingthe
situationlightly
After the crisis
bull Evaluatetheeffectivenessofthecrisisplanandhowpeopleresponded
bull Correctproblemssotheydonrsquothappenagain
The cr is is communicat ions k i t
DonCrowtherauthorofMediaRelationsPowerand
presidentof101PublicRelationscomsaideverycompany
shouldhaveacrisiscommunicationsandmanagementplan
ldquoItrsquoshowyouhandlethatcrisiswiththemediawhichwill
likelydeterminewhetherthecrisisbuildsorseriously
damagesyourcompanyrdquo13
hewrote
Crowtherdevelopedastarterlistofsevenmust-have
itemsinanycrisiscommunicationskit
1 AlistofthemembersofthecrisismanagementteamwhichshouldincludeatminimumtheCEOatrustedassistanttopmanagerfromtheCEOrsquosofficeheadsofeachdepartmentpublicrelationsandmarketingteammemberslegalandsecurity
2 Contactinformationforkeyofficersspokespeopleandcrisismanagementteammembers
3 Factsheetsonthecompanyeachdivisioneachphysicallocationandeach
productoffered
13ldquo7Must-HaveElementsinEveryCrisisCommunicationsKitrdquobyDonCrowtherhttpwwwglobalprblogweekcomarchives7_musthave_elements_php
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
4 Profilesandbiographiesforeachkeymanagerinyourcompany
5 Copiesofyourcompanydivisionandproductlogosyourpressreleaseformat
andthescanned-insignatureofyourCEOavailabledigitally
6 Pre-writtenscriptsansweringkeyquestionsthatyouhavegeneratedthrough
yourcrisisscenarioanalysisIncludedinthesescriptsshouldbethewordsyou
usetosayldquowedonrsquothavethatinformationyetbutwillletyouknowassoonas
itbecomesavailablerdquo
7 Contactinformationforeachofyourkeymediacontactsbothlocally
nationallyandifappropriatekeyfinancialpressandanalysts
Taking care of business
JudyHoffmanfounderofJCHEnterpriseswhichspecializesincrisiscommunicationssaid
ignoringthemediaduringacrisisisnotanoptionInotherwordsyoumustfindawayto
dealwiththemediaespeciallyintheaftermathofsomethingthatreflectspoorlyonyou
andyourbusinessHoffmanoffersfourthingsyouabsolutelymustavoidatallcosts
1 SayingldquoNocommentrdquoThattwo-wordphraseonlyconvincesthereportersthat
yoursquorehidingsomethingandthatyouneedthoroughinvestigatingHowever
thatdoesnrsquotmeanthatyoumustalwaysanswerthereporterrsquosquestions
HoffmansuggestedinsteadsayingldquoIrsquomsorrybutIsimplycannotanswerthat
questionbecause____________rdquoandgivethereasonThen
givethereporterinformationthatheorshecanusefora
story(preferablyoneofyourpositivekeymessages)
2 LyingDonotlieThistemporaryavoidanceofimmediate
painisnotworthlosingyourmostimportantasset
mdashyourcredibility
3 LosingyourtemperLosingyourcoolwillonlygetyouair
timethatwillberepeatedinaloopmdashnotagoodwayto
promoteyourcorporateimage
4 LosingeyecontactWhenansweringquestionslookatthereporterintheeye
withasteadybutnotunfriendlygazeThisisespeciallyimportantduringTV
interviewsIfyoudropyoureyestothefloororrollthemyourisksendinga
messagethatyouareuntrustworthy
Blue
Pap
ersNotallPRcriseshavetobedireTakethecaseofDetroitLionsreceiverRoyWilliams
whotoldaradiointerviewerthathehadano-tippingpolicywhenitcametopizza
deliveriesNowtheNFLstarhasareportedsalaryof$15millionWilliamsquickly
learnedthatmillionaireswhostiffpizzadeliverypeopleareregardedassocietyrsquos
lowlifes14Hegotreamedbythetraditionalmediaandpizza-lovingbloggers
ButonecompanybenefitedfromWilliamsrsquopublicfauxpasPizzaHut
PizzaHutPresidentScottBergrenquicklyjumpedintothe
fraybywritingWilliamsaletterwhichwasalsosenttothe
DetroitFreePressBergrenwrote
WersquodliketoissueyouachallengeAgreetoworkasa
deliverydriverforPizzaHutforjustonedayinDetroit
andwersquollforgiveallyourprevioustippingtransgressions
Furthermorewersquollcollectallthetipsyoureceiveand
donatethemtotheWorldFoodProgrammeaspartof
ourWorldHungerReliefWeekwhichiskicking-off
October1415
ThepublicitystuntwasbrilliantWilliamsagreedanddeliveredpizzaforadayHe
learnedfirsthandthestingingdisappointmentbeingstiffedatipandbecamea
convertedtipperPizzaHutgotineffectaday-longfreeadWithadashofcreativity
andapinchofhumorWilliams(andPizzaHut)divertedwhatcouldhavebeenaPRcrisis
intoanationalfeel-goodstory
Publicrelationsisnrsquotrocketsciencebutitdoestakea
greatdealofplanningforethoughtandpracticeNearly
everyorganizationatsomepointwillbefacedwith
uncomplimentarypressorasituationthatrequires
communicatingopenlywiththepublicThatbeingsaid
donrsquotassumeyourteamknowswhattodoAsthe
BoyScoutmottosaysBePrepared
1ldquoPizzaHutPrezChallengesLionsRoyWilliamsrdquohttpwwwdetroitcitycomblogsviewblogphpid=750Oct00715LetterfromScottBergrenPresidentPizzaHuttoRoyWilliams
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersadmititSayingldquothematterisunderinvestigationrdquomaybethebest
response
bull GatherinformationasquicklyaspossibleDeterminethebasicwhowhat
whenwhereandhowYoumightnotgettheldquowhyrdquountillater
bull Getthegovernmentoragencyleaderandothertopmanagementtothe
crisiscenterCancelotherplansPeoplewanttoseetheleadernotjustthe
public-affairsstaffHavingtopmanagementinfrontofthepressduringa
crisislendscredibilityandshowsthattheorganizationisnottreatingthe
situationlightly
After the crisis
bull Evaluatetheeffectivenessofthecrisisplanandhowpeopleresponded
bull Correctproblemssotheydonrsquothappenagain
The cr is is communicat ions k i t
DonCrowtherauthorofMediaRelationsPowerand
presidentof101PublicRelationscomsaideverycompany
shouldhaveacrisiscommunicationsandmanagementplan
ldquoItrsquoshowyouhandlethatcrisiswiththemediawhichwill
likelydeterminewhetherthecrisisbuildsorseriously
damagesyourcompanyrdquo13
hewrote
Crowtherdevelopedastarterlistofsevenmust-have
itemsinanycrisiscommunicationskit
1 AlistofthemembersofthecrisismanagementteamwhichshouldincludeatminimumtheCEOatrustedassistanttopmanagerfromtheCEOrsquosofficeheadsofeachdepartmentpublicrelationsandmarketingteammemberslegalandsecurity
2 Contactinformationforkeyofficersspokespeopleandcrisismanagementteammembers
3 Factsheetsonthecompanyeachdivisioneachphysicallocationandeach
productoffered
13ldquo7Must-HaveElementsinEveryCrisisCommunicationsKitrdquobyDonCrowtherhttpwwwglobalprblogweekcomarchives7_musthave_elements_php
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
4 Profilesandbiographiesforeachkeymanagerinyourcompany
5 Copiesofyourcompanydivisionandproductlogosyourpressreleaseformat
andthescanned-insignatureofyourCEOavailabledigitally
6 Pre-writtenscriptsansweringkeyquestionsthatyouhavegeneratedthrough
yourcrisisscenarioanalysisIncludedinthesescriptsshouldbethewordsyou
usetosayldquowedonrsquothavethatinformationyetbutwillletyouknowassoonas
itbecomesavailablerdquo
7 Contactinformationforeachofyourkeymediacontactsbothlocally
nationallyandifappropriatekeyfinancialpressandanalysts
Taking care of business
JudyHoffmanfounderofJCHEnterpriseswhichspecializesincrisiscommunicationssaid
ignoringthemediaduringacrisisisnotanoptionInotherwordsyoumustfindawayto
dealwiththemediaespeciallyintheaftermathofsomethingthatreflectspoorlyonyou
andyourbusinessHoffmanoffersfourthingsyouabsolutelymustavoidatallcosts
1 SayingldquoNocommentrdquoThattwo-wordphraseonlyconvincesthereportersthat
yoursquorehidingsomethingandthatyouneedthoroughinvestigatingHowever
thatdoesnrsquotmeanthatyoumustalwaysanswerthereporterrsquosquestions
HoffmansuggestedinsteadsayingldquoIrsquomsorrybutIsimplycannotanswerthat
questionbecause____________rdquoandgivethereasonThen
givethereporterinformationthatheorshecanusefora
story(preferablyoneofyourpositivekeymessages)
2 LyingDonotlieThistemporaryavoidanceofimmediate
painisnotworthlosingyourmostimportantasset
mdashyourcredibility
3 LosingyourtemperLosingyourcoolwillonlygetyouair
timethatwillberepeatedinaloopmdashnotagoodwayto
promoteyourcorporateimage
4 LosingeyecontactWhenansweringquestionslookatthereporterintheeye
withasteadybutnotunfriendlygazeThisisespeciallyimportantduringTV
interviewsIfyoudropyoureyestothefloororrollthemyourisksendinga
messagethatyouareuntrustworthy
Blue
Pap
ersNotallPRcriseshavetobedireTakethecaseofDetroitLionsreceiverRoyWilliams
whotoldaradiointerviewerthathehadano-tippingpolicywhenitcametopizza
deliveriesNowtheNFLstarhasareportedsalaryof$15millionWilliamsquickly
learnedthatmillionaireswhostiffpizzadeliverypeopleareregardedassocietyrsquos
lowlifes14Hegotreamedbythetraditionalmediaandpizza-lovingbloggers
ButonecompanybenefitedfromWilliamsrsquopublicfauxpasPizzaHut
PizzaHutPresidentScottBergrenquicklyjumpedintothe
fraybywritingWilliamsaletterwhichwasalsosenttothe
DetroitFreePressBergrenwrote
WersquodliketoissueyouachallengeAgreetoworkasa
deliverydriverforPizzaHutforjustonedayinDetroit
andwersquollforgiveallyourprevioustippingtransgressions
Furthermorewersquollcollectallthetipsyoureceiveand
donatethemtotheWorldFoodProgrammeaspartof
ourWorldHungerReliefWeekwhichiskicking-off
October1415
ThepublicitystuntwasbrilliantWilliamsagreedanddeliveredpizzaforadayHe
learnedfirsthandthestingingdisappointmentbeingstiffedatipandbecamea
convertedtipperPizzaHutgotineffectaday-longfreeadWithadashofcreativity
andapinchofhumorWilliams(andPizzaHut)divertedwhatcouldhavebeenaPRcrisis
intoanationalfeel-goodstory
Publicrelationsisnrsquotrocketsciencebutitdoestakea
greatdealofplanningforethoughtandpracticeNearly
everyorganizationatsomepointwillbefacedwith
uncomplimentarypressorasituationthatrequires
communicatingopenlywiththepublicThatbeingsaid
donrsquotassumeyourteamknowswhattodoAsthe
BoyScoutmottosaysBePrepared
1ldquoPizzaHutPrezChallengesLionsRoyWilliamsrdquohttpwwwdetroitcitycomblogsviewblogphpid=750Oct00715LetterfromScottBergrenPresidentPizzaHuttoRoyWilliams
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ers
copy 2008 4imprint Inc All rights reserved
4 Profilesandbiographiesforeachkeymanagerinyourcompany
5 Copiesofyourcompanydivisionandproductlogosyourpressreleaseformat
andthescanned-insignatureofyourCEOavailabledigitally
6 Pre-writtenscriptsansweringkeyquestionsthatyouhavegeneratedthrough
yourcrisisscenarioanalysisIncludedinthesescriptsshouldbethewordsyou
usetosayldquowedonrsquothavethatinformationyetbutwillletyouknowassoonas
itbecomesavailablerdquo
7 Contactinformationforeachofyourkeymediacontactsbothlocally
nationallyandifappropriatekeyfinancialpressandanalysts
Taking care of business
JudyHoffmanfounderofJCHEnterpriseswhichspecializesincrisiscommunicationssaid
ignoringthemediaduringacrisisisnotanoptionInotherwordsyoumustfindawayto
dealwiththemediaespeciallyintheaftermathofsomethingthatreflectspoorlyonyou
andyourbusinessHoffmanoffersfourthingsyouabsolutelymustavoidatallcosts
1 SayingldquoNocommentrdquoThattwo-wordphraseonlyconvincesthereportersthat
yoursquorehidingsomethingandthatyouneedthoroughinvestigatingHowever
thatdoesnrsquotmeanthatyoumustalwaysanswerthereporterrsquosquestions
HoffmansuggestedinsteadsayingldquoIrsquomsorrybutIsimplycannotanswerthat
questionbecause____________rdquoandgivethereasonThen
givethereporterinformationthatheorshecanusefora
story(preferablyoneofyourpositivekeymessages)
2 LyingDonotlieThistemporaryavoidanceofimmediate
painisnotworthlosingyourmostimportantasset
mdashyourcredibility
3 LosingyourtemperLosingyourcoolwillonlygetyouair
timethatwillberepeatedinaloopmdashnotagoodwayto
promoteyourcorporateimage
4 LosingeyecontactWhenansweringquestionslookatthereporterintheeye
withasteadybutnotunfriendlygazeThisisespeciallyimportantduringTV
interviewsIfyoudropyoureyestothefloororrollthemyourisksendinga
messagethatyouareuntrustworthy
Blue
Pap
ersNotallPRcriseshavetobedireTakethecaseofDetroitLionsreceiverRoyWilliams
whotoldaradiointerviewerthathehadano-tippingpolicywhenitcametopizza
deliveriesNowtheNFLstarhasareportedsalaryof$15millionWilliamsquickly
learnedthatmillionaireswhostiffpizzadeliverypeopleareregardedassocietyrsquos
lowlifes14Hegotreamedbythetraditionalmediaandpizza-lovingbloggers
ButonecompanybenefitedfromWilliamsrsquopublicfauxpasPizzaHut
PizzaHutPresidentScottBergrenquicklyjumpedintothe
fraybywritingWilliamsaletterwhichwasalsosenttothe
DetroitFreePressBergrenwrote
WersquodliketoissueyouachallengeAgreetoworkasa
deliverydriverforPizzaHutforjustonedayinDetroit
andwersquollforgiveallyourprevioustippingtransgressions
Furthermorewersquollcollectallthetipsyoureceiveand
donatethemtotheWorldFoodProgrammeaspartof
ourWorldHungerReliefWeekwhichiskicking-off
October1415
ThepublicitystuntwasbrilliantWilliamsagreedanddeliveredpizzaforadayHe
learnedfirsthandthestingingdisappointmentbeingstiffedatipandbecamea
convertedtipperPizzaHutgotineffectaday-longfreeadWithadashofcreativity
andapinchofhumorWilliams(andPizzaHut)divertedwhatcouldhavebeenaPRcrisis
intoanationalfeel-goodstory
Publicrelationsisnrsquotrocketsciencebutitdoestakea
greatdealofplanningforethoughtandpracticeNearly
everyorganizationatsomepointwillbefacedwith
uncomplimentarypressorasituationthatrequires
communicatingopenlywiththepublicThatbeingsaid
donrsquotassumeyourteamknowswhattodoAsthe
BoyScoutmottosaysBePrepared
1ldquoPizzaHutPrezChallengesLionsRoyWilliamsrdquohttpwwwdetroitcitycomblogsviewblogphpid=750Oct00715LetterfromScottBergrenPresidentPizzaHuttoRoyWilliams
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersNotallPRcriseshavetobedireTakethecaseofDetroitLionsreceiverRoyWilliams
whotoldaradiointerviewerthathehadano-tippingpolicywhenitcametopizza
deliveriesNowtheNFLstarhasareportedsalaryof$15millionWilliamsquickly
learnedthatmillionaireswhostiffpizzadeliverypeopleareregardedassocietyrsquos
lowlifes14Hegotreamedbythetraditionalmediaandpizza-lovingbloggers
ButonecompanybenefitedfromWilliamsrsquopublicfauxpasPizzaHut
PizzaHutPresidentScottBergrenquicklyjumpedintothe
fraybywritingWilliamsaletterwhichwasalsosenttothe
DetroitFreePressBergrenwrote
WersquodliketoissueyouachallengeAgreetoworkasa
deliverydriverforPizzaHutforjustonedayinDetroit
andwersquollforgiveallyourprevioustippingtransgressions
Furthermorewersquollcollectallthetipsyoureceiveand
donatethemtotheWorldFoodProgrammeaspartof
ourWorldHungerReliefWeekwhichiskicking-off
October1415
ThepublicitystuntwasbrilliantWilliamsagreedanddeliveredpizzaforadayHe
learnedfirsthandthestingingdisappointmentbeingstiffedatipandbecamea
convertedtipperPizzaHutgotineffectaday-longfreeadWithadashofcreativity
andapinchofhumorWilliams(andPizzaHut)divertedwhatcouldhavebeenaPRcrisis
intoanationalfeel-goodstory
Publicrelationsisnrsquotrocketsciencebutitdoestakea
greatdealofplanningforethoughtandpracticeNearly
everyorganizationatsomepointwillbefacedwith
uncomplimentarypressorasituationthatrequires
communicatingopenlywiththepublicThatbeingsaid
donrsquotassumeyourteamknowswhattodoAsthe
BoyScoutmottosaysBePrepared
1ldquoPizzaHutPrezChallengesLionsRoyWilliamsrdquohttpwwwdetroitcitycomblogsviewblogphpid=750Oct00715LetterfromScottBergrenPresidentPizzaHuttoRoyWilliams
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved
Blue
Pap
ersHerearealinkstoafewwebsitesthatoffertipsoncrisiscommunications
andmanagement
AtthissiteyoucanfindthecompleteUSgovernmentcrisiscommunicationstips
httpusinfostategovproductspubspressofficecrisishtm
FormoreinformationoncrisismanagementandcommunicationsvisitCrisis
CommunicationPlanningOrganizingandCompletingAPlanThatWorkshttp
www101publicrelationscomcrisis-communicationhtml
4Hoteliersoffersarticlesoneffectivedecision-makingforexecutivesandmanagers
Whiletheinformationtargetshoteliersthebasictipsapplytomostbusinesses
httpwww4hotelierscom4hots_mshwphpmwi=16
AccesscrisismanagementexpertJudyHoffmanrsquosldquoTheFourFiascosofDealingwiththe
Mediardquoherehttpwwwbernsteincrisismanagementcomnlcrisismgr050415htmlcmu
copy 2008 4imprint Inc All rights reserved