Crisis Management in The Social Media Age Fred Bagg, ABC, APR, Fellow PRSA

The Chinese character for crisis is made up of two different ideograms or characters...

...one for danger, and...

...one for opportunity! D

Preparation is the MOST important component!

Characteristics of Social Media Two Way Communication (allows for response) Immediacy Anyone can do it Credibility an issue or a question Multiple Platforms (Facebook, Twitter, LinkedIn, Pinterist, Instagram, etc)

Purdue Shooting – Jan. 2014 1st notification appeared to be Twitter post from the University warning system, saying “shots fired” advising students to take cover in place Follow-up on social media (Twitter, Facebook, student blogs, etc.) from both students and the University Information on shooting victim located on LinkedIn Ensuing follow-up provided by both “traditional” media and social media

Understanding “Now is Too Late”* News is entertainment News is 24/7 With “social media” – News is not restricted to media outlets *Now is Too Late – is a book by Gerald Baron, APR

In the “Now is Too Late” World, Melodrama is the Formula for Communication Good guys Accusers: activists, whistleblowers, regulators, disgruntled employees, competitors, etc. Bad guys Those accused (you) The Maiden in distress Public good: health, safety, financial security, environment The ONLY Response is Early and Honest!

Institute for Crisis Management: Significant business disruption Extensive news coverage Extensive public scrutiny Adverse affect on normal operations Exceeds the normal capacity of the organization to respond

Think of Crisis as a Wave

...And Crisis Communication as a Second Wave

Preparation: Eliminate or reduce the probability of occurrence, process for informing audiences

What to Expect in a Crisis Surprise Insufficient information Escalating flow of events Loss of control Increased scrutiny

Crisis Response Immediate Open Honest Accurate Clear Message Platform Focused

Crisis Response Plan Need to have a communication plan INDEPENDENT of the organization’s operational crisis or disaster plan!

The Elements of a Crisis Response Plan Criteria/categories Crisis team and responsibilities Basic message points/platform Contacts and media list Crisis command post and media center Guidelines, checklists & forms

Common Crisis Categories catastrophes casualty accidents Environmental class action consumer action defects/recall Discrimination executive dismissal Institute for Crisis Management

Common Crisis Categories financial damages hostile takeover labor dispute Mismanagement sexual harassment whistle blowing white collar crime workplace violence Institute for Crisis Management

Approach to Managing Sudden Crises 1. Have a Crisis Communications Plan that can be implemented immediately 2. Base EVERYTHING you say on factual, confirmed information 3. Notify your management and communications people ASAP 4. Anticipate the news media and public reactions and be ready to respond 5. Coordinate your communications with government agencies

Approach to Managing Sudden Crises 6. Line up additional manpower for the first 48 hours 7. Manage the aftermath as effectively as the initial crisis itself 8. Document everything you are doing during the crisis 9. Debrief everyone on how well the crisis was managed

Preparing Key Messages: The 5 C’s Confirmation /Denial Acknowledge or deny involvement Compassion Show compassion for any injured or affected Containment Narrowing of focus Cooperation Who else is involved or responding Correction What are we doing differently, changes made, etc.

Guidelines, Checklists, Letters of Agreement & Forms Disclosure Media Policy Advertising (e.g. pull product ads in case of product recall crisis) Checklists for media, management calls, equipment, media center, Letters of Agreement for vendors, supplies, additional people, etc Form statements, media lists, timetables, casualty list, etc.

National Incident Command System (NIMS) Homeland Security Presidential Directive 5 requires all Federal Departments and agencies to make adoption of NIMS by State, tribal and local organizations a condition for any Federal Preparedness assistance (through grants, contracts, etc.) Local governmental entities and other larger organizations (Such as hospitals) have adopted NIMS Once a crisis escapes the organization and any governmental agency or other NIMS trained organizations becomes involved, they will operate under NIMS and the National Response Framework at the lowest jurisdictional level possible

National Incident Command System (NIMS) Once multiple organizations become involved, an Incident Command Post will be set up and the primary agency will take the lead – with other organizations contributing to information gathering and release development – but the lead agency will become the SINGLE source of released information as the crisis escalates and as long as an Incident Command post is deemed necessary. Non profits may have a role in the Incident command post in information gathering and passing on information for release externally, but this does not relieve the agency from communicating to its internal constituents while participating in the NIMS process

More information on NIMS http://www.fema.gov/training-0 NIMS may only apply to disaster based crises – not many business types of crises. Some organizations may have internal NIMS type of incident command programs like hospitals HEICS (Hospital Emergency Incident Command system.)

The Steps to Crisis Response Before During After 1. Call for Help 2. Bend over, grab your knees and ... 3. Pray...

Before - Assess the vulnerabilities Develop Scenarios Have a plan & prepare management

Assess the Vulnerabilities Develop a list based on categories E.g. Category: Natural disaster: Flood Tornado Earthquake Etc. Sort by Likelihood and Urgency Develop scenarios (What if’s)

Assess the Vulnerabilities Establish priorities based on combination of Likelihood, urgency as well as level of impact on the organization One book urges a 5 point system for each characteristic, applied to likelihood, urgency, and impact

Assess the Vulnerabilities

Preparing Management Attitude of openness Honest, verifiable or confirming, not necessarily “tell everything” Get “buy in” for social media use Identified and trained spokespersons Pre-approved statements, processes, policies

During Participate in NIMS as needed Centralize the information flow (script) Inform affected publics in the most effective and quickest form (3rd party notification systems like Purdue’s – Changed from “opt in” to “opt out” after Purdue shooting) Respond to media openly, quickly & informatively Treat all media fairly Keep everyone informed as the crisis evolves Monitor Media (Internet, TV, print or other “instant” or social media)

The Journaling Approach 1st 4 – 6 hours while NIC is being set up, folks called in, etc. Chemical Spill in the ICU 1st statement prepared – Subsequent statements in 15 minute intervals 10 min information gathering 5 min writing and approval Keep it short

The Journaling Approach Journaling allows for everyone to “catch up” Allows for timetable or timeline record of events Move from “what we know now” to “process” – what we’re doing about it, what policies call for, etc.

Human Interaction in Crisis Response Food Friendliness “A Private Place” Rest Communication

After Monitor broadcast, internet and print coverage Debrief & evaluate Write a report Give yourself a “grade”/evaluation of how you did

After Identify audiences which need follow-up ...and follow up! Recognize and reward outstanding performance

Conclusion Interdisciplinary planning and preparation frees up professionals to respond to those elements of the crisis that were unanticipated. Most crises are “smoldering” and “internal.” F

Remember - One person’s crisis is another’s opportunity!

Successful Crisis Management Questions ? fredbagg@comcast.net