1. Crisis Preparedness & Response

2. Some Thoughts on Crisis Management

3. MOST COMMON EXCUSES No budget Too busy/other priorities Lack of expertise/experience Too small/not a target We know what we have to do It’ll never happen to us

4. TWO CATEGORIES OF CRISES Slow burning issues, such as … –Litigation –Activist protest –Regulatory action –Labor problem –Political unrest –Economic turmoil Sudden and acute, such as … –Facility disaster/accident –Environmental release –Criminal/terrorist act –Power/telecom/IT outage –Fire/flood/natural disaster –Revelation/expos é

5. IN TODAY’S WORLD, EVENTS CAN BECOME CRISES AT WARP SPEED 5 Editorial Search Social Sharing Micromedia Traditional/Mainstream Hour 18 Hour 12 Hour 6 0 Hour CRISIS HITS

7. YOU NEED MORE THAN A CRISIS MANUAL ON THE SHELF Presentation title Presentation subtitle July 22, 2009 An organization needs processes and protocols that are flexible and that can be adjusted to a rapidly changing media environment

8. DEVELOPING A CRISIS PLAN Risk Assessment (Know Thy Enemies) Simulation/Training (Conduct War Games) Monitoring/Alert Systems (Send out the Sentries) Preparation (Stock the Arsenal) Maintenance/Feedback/Continuous Improvement (Maintain Vigilance)

9. BUILDING THE COMMUNICATIONS INFRASTRUCTURE Establish policies and procedures for handling media inquires, communicating with customers, employees and other stakeholders Develop messages and materials that explain positions on potential issues Establish crisis team with clear roles and responsibilities Create written plan and checklist for quick reference

10. SIMULATION AND TRAINING An organization can never be too prepared for a crisis, but it can be well-prepared. Conduct crisis drills to simulate real-life encounters with journalists, disgruntled customers, activists, regulators and other groups Constantly escalate pressure to induce real-life stress Critique session and prioritize areas for further action

11. THE ROLE OF THE MEDIA In times of crisis, the media… Create expectations of how organizations are supposed to perform Hold companies, agencies and individuals accountable Provide a forum for supporters and critics Serve as a voice for those who feel endangered Convey emotions and attitudes

12. Presentation title Presentation subtitle12 Presentation title Presentation subtitle12 July 22, 2009 Monitoring the news and listening to the digital discussion Real time monitoring and analysis are required to develop the most appropriate response

13. THE MEDIA’S QUESTIONS IN A CRISIS What went wrong? Why? Were there any warning signs? Is there any danger? Who’s to blame? Has it happened before? What are you doing to keep it from happening again?

14. The Cardinal Rules of Crisis Response

15. Rule #1 Take ownership of the situation. It’s not the same as taking blame. Rule #2 Don’t over-react. Recognize the difference between bad publicity and a crisis and calibrate your response accordingly. Rule #3 Get all the facts and base your response only on what you know to be 100% true. CARDINAL RULES OF CRISIS RESPONSE

16. Rule #4 Use others to help tell your side of the story. Rule #5 View the media as allies, not enemies. Rule #6 Assume you’ll be sued. Rule #7 Monitor the Internet as closely as you do traditional media and use it to tell your story. CARDINAL RULES OF CRISIS RESPONSE

17. Rule #8 Take the first 24 hours very, very seriously. The longer you wait, the more time you leave for rumors and falsehoods to become the accepted truth. Rule #9 Don’t mistake a heartfelt apology for an admission of guilt. And don’t let your lawyers do so either. Rule #10 If you’re a leader, assume you’ll be targeted by someone. Prepare in advance and be ready to fight back. CARDINAL RULES OF CRISIS RESPONSE

18. “Luck is what happens when preparation meets opportunity.” -Seneca, -Roman philosopher, mid-1st century AD A FINAL THOUGHT…