Crisis Communication Plan
Business Crisis Communications Plan
MLS5200 Crisis Communications Management
Purpose
The purpose of the crisis communications plan is to provide guidance and direction for all communication (Walaski, 2011) within Business, between Business, the media and the public in the event a crisis warranting such occurs. Though normally unanticipated, any situation that results in attention that is brought on by negative media attention or adverse public reaction requires that we respond with a well thought out coordinated response (Walaski, 2011) in order to protect the reputation of the organization and right any harm or wrongdoing that is perceived by all stakeholders involved. Emergencies or controversial …show more content…
issues that may attract the attention could include crimes, errors, failures or damages that would require a public response. This plan will address media relations and communications procedures for handling such situations. The goal is to establish a plan that will address a wide range of issues, including those that may not have been previously considered.
However, this plan is not intended to cover any and all situations that may arise, but should serve as a basis for handling communications during a crisis and may be modified as needed to appropriately handle the event. In every case, all incidents should be immediately reported to the CEO and Crisis Communications Team. In order to minimize the damage from such negative events, we must act quickly and truthfully.
Scope
The scope of this plan includes all employees of Business, vendors and clients and all those that in the course of normal business may be affected by a crisis. As Business serves many public companies, any issue that adversely affects the reputation of the company, many result in loss of trust by our clients and/or vendors. In order to minimize the damage that may occur, it is necessary to communicate effectively within our organization, as well as with outside stakeholders in order to keep their confidence in our ability to continue to provide them quality services. Our message will be unified, honest and timely so that we can prevent the adverse effects that often result from mishandling communication. (Walaski, 2011)
Situations and Assumptions
Each situation will need to be assessed to determine the best course of action or reaction. As each situation is different, it will require a unique public information response. (Walaski, 2011) The extent of the response will often be determined by the nature of the crisis. Management will serve as the single point of information for all communications within the organization, all print publications and broadcast media outlets, and the general public.
As it is assumed that the public will receive most of its information from the news media and online sources (Jordan-Meier, 2011) it is necessary to react quickly in order to stay ahead of the wave of information circulating to the public. In all situations, the media will demand timely information as well as timely follow-ups throughout the entire course of the crisis (Jordan-Meier, 2011) and we must continue to provide reliable information until the media no longer demands it. Crisis stories are much more likely to be covered by the media (Jordan-Meier, 2011) and this requirement requires us to be vigilant in order to meet their needs.
Audience
All communications must be tailored for and directed to the appropriate audience (Walaski, 2011) and correct stakeholders. Among those that should be considered for messages with content directed towards them are the employees, clients, vendors, media, community members and government officials.
Our employees are often the most recognized component of our organization. Because of this, communication to our employees regarding the crisis should be clearly provided so that there is no misunderstanding. All employees should be instructed to not provide information to anyone that is not part of the official message regarding the crisis. Any questions or information requests should be directed to the crisis communications team.
As our clients are the core of our business, communication regarding the crisis and its potential effect on our relationship or ability to continue to provide them services must be part of the message. Vendors likewise deserve to understand how the crisis may affect our relationship and their business with us. At no time should promises or commitments be made that are outside of the core message provided by the crisis communications team.
The media may require more detail and will often immediately delve into the details of how the situation occurred, who is to blame, and what is being done to prevent further reoccurrences (Jordan-Meier, 2011).
It is critical that no one aside from the CEO and crisis communications team or designated spokesperson attempt to engage the media or answer questions no matter how insistent they may be. All requests for information must be directed to the official communications team, without exception.
Responses to the community will be coordinated through the crisis communications team as well. The community must receive timely information that will include the potential affect the crisis will have on them and actions that are being taken to prevent further disruption to their lives (Jordan-Meier, 2011). Sincere sympathy or apathy is required but the message must still remain focused on resolving the situation in the quickest possible way (Jordan-Meier, 2011).
In the event that a crisis requires a government agency to be notified, such notification will come from the CEO or designated spokesperson. The information provided will be taken seriously in order to comply with required disclosures. All cooperation will be extended to these agencies by all company employees without exception but all communication must go through the crisis communications …show more content…
team.
Operations / Chain of Command
In the event of a crisis, all communications to stakeholders will flow through the crisis communications team. When the situation demands that multiple team members will engage any of the stakeholders with communications, all members are required to notify the crisis communications team for approval first and must not respond until notified with an answer from the team.
Only the crisis communications team can approve the core message to be delivered.
Working in connection with the CEO and board of directors, the official message will be identified and then reviewed for correction as the crisis develops as necessary. Before communications are released, they need to be approved by the crisis communications team to ensure they are current.
A spokesperson will be designated as the situation warrants and will be decided by the crisis communications team. In some cases, more than one spokesperson will be chosen to cover different stakeholders or when the pace of the crisis requires information to flow quicker than one person can keep up with. The spokesperson will be directed by the crisis communications team.
During a crisis, the crisis communications team will hold regular, formal meetings that will be documented (Walaski, 2011). The designated team leader is responsible for ensuring that the meetings are held as often as required to keep up with the crisis. As the message is reviewed, the CEO and spokesperson or spokespersons will be notified immediately of any
changes.
Key Communications Strategies
Above all, negative perceptions can be controlled through choosing the right words and attitudes with all communications (Jordan-Meier, 2011). The designated spokesperson must be able to speak with knowledge and authority while maintaining exhibiting the understanding and compassion towards all stakeholders that is required (Jordan-Meier, 2011). We must prevent furthering the damage caused by a crisis by appearing disconnected from the valid concern directed to us by the public.
All communication must be timely in every case, both internally and externally. As the media will demand immediate responses we must be ahead of the situation by communicating quickly with our message. Timeliness, however, does not supersede the need to direct all message content through the crisis communications team.
To the extent that it can be planned, communications strategies for all foreseeable scenarios should be discussed and prepared for in advance of an actual need. The strategies should be updated regularly to help conceive possible crisis situations. Continuity of operation must be considered in all situations (Walaski, 2011). As soon as a crisis begins, the prepared responses should be delivered as expeditiously as possible.
Responsibilities
All responsibilities will be delegated by the crisis communications team, with input from the company president. A spokesperson will be designated for all internal and external communications, and may require several spokespersons at the discretion of the team. Staffing required to support the crisis will also be determined by the crisis communications team. All points of contact will be identified by the same team.
Evaluation of Communications Efforts
Following each crisis, a review board should be convened as part of the closing operational responsibilities of the crisis communications team so that the consideration can be given to future strategies, based on the information collected and experience of the present crisis.
Social Media
Social media has become a powerful tool for connecting with and providing information to all stakeholders during a crisis. Social media should be considered a top priority for communications, but must be reviewed before it is used. Each media channel requires specific consideration, as follows.
In general, the audience must first be understood. Social media channels used during a crisis should be those same channels that are normally used during the course of conducting business to avoid the appearance of using it only to reach others during a crisis. Several existing media channels are presently in use by departments such as the sales department and should be considered for use during a crisis. In the course of normal operation, these channels should be monitored for relevant ongoing comments by others, in order to help determine how to best use this tool during a crisis.
The company website should be maintained with current information for use by the media and others (Walaski, 2011). A simple dark site will be prepared for immediate use in the event of a crisis. This dark site should contain relevant contact information for those seeking information during a crisis (Walaski, 2011) and should link to the main site for additional information as needed.
Other social sites may be used, if they are considered to be an appropriate means of communication during the crisis. Facebook, YouTube and Twitter should all provide the same updates and media communications as those found online. Information releases, particularly videos, should be simple and on point with the approved message during the crisis. Although Twitter is an instant messaging service, the limitation of characters should be used to direct the followers to the main site for more extensive information.
While the use of personal social media while at work is permitted as outlined in the Employee Handbook, during a crisis, the use of social media for any reason will be limited to reduce the possibility of incorrect information being released to the public outside of the approved channels. In all cases, discretion should be taken to ensure that those employees with the responsibility do not represent the company in any official capacity of speak or post with authority as if they do. All shared information should be kept within the current security of information guidelines provided on the company SharePoint site and in the printed employee resource materials.
References
Jordan-Meier, J. (2011). The four stages of highly effective crisis management: How to manage the media in the digital age. Boca Raton, FL: CRC
Walaski, P. (2011). Risk and crisis communications: Methods and messages. Hoboken, NJ: John Wiley & Sons.
MLS5200 Crisis Communications Management
Purpose
The purpose of the crisis communications plan is to provide guidance and direction for all communication (Walaski, 2011) within Business, between Business, the media and the public in the event a crisis warranting such occurs. Though normally unanticipated, any situation that results in attention that is brought on by negative media attention or adverse public reaction requires that we respond with a well thought out coordinated response (Walaski, 2011) in order to protect the reputation of the organization and right any harm or wrongdoing that is perceived by all stakeholders involved. Emergencies or controversial …show more content…
issues that may attract the attention could include crimes, errors, failures or damages that would require a public response. This plan will address media relations and communications procedures for handling such situations. The goal is to establish a plan that will address a wide range of issues, including those that may not have been previously considered.
However, this plan is not intended to cover any and all situations that may arise, but should serve as a basis for handling communications during a crisis and may be modified as needed to appropriately handle the event. In every case, all incidents should be immediately reported to the CEO and Crisis Communications Team. In order to minimize the damage from such negative events, we must act quickly and truthfully.
Scope
The scope of this plan includes all employees of Business, vendors and clients and all those that in the course of normal business may be affected by a crisis. As Business serves many public companies, any issue that adversely affects the reputation of the company, many result in loss of trust by our clients and/or vendors. In order to minimize the damage that may occur, it is necessary to communicate effectively within our organization, as well as with outside stakeholders in order to keep their confidence in our ability to continue to provide them quality services. Our message will be unified, honest and timely so that we can prevent the adverse effects that often result from mishandling communication. (Walaski, 2011)
Situations and Assumptions
Each situation will need to be assessed to determine the best course of action or reaction. As each situation is different, it will require a unique public information response. (Walaski, 2011) The extent of the response will often be determined by the nature of the crisis. Management will serve as the single point of information for all communications within the organization, all print publications and broadcast media outlets, and the general public.
As it is assumed that the public will receive most of its information from the news media and online sources (Jordan-Meier, 2011) it is necessary to react quickly in order to stay ahead of the wave of information circulating to the public. In all situations, the media will demand timely information as well as timely follow-ups throughout the entire course of the crisis (Jordan-Meier, 2011) and we must continue to provide reliable information until the media no longer demands it. Crisis stories are much more likely to be covered by the media (Jordan-Meier, 2011) and this requirement requires us to be vigilant in order to meet their needs.
Audience
All communications must be tailored for and directed to the appropriate audience (Walaski, 2011) and correct stakeholders. Among those that should be considered for messages with content directed towards them are the employees, clients, vendors, media, community members and government officials.
Our employees are often the most recognized component of our organization. Because of this, communication to our employees regarding the crisis should be clearly provided so that there is no misunderstanding. All employees should be instructed to not provide information to anyone that is not part of the official message regarding the crisis. Any questions or information requests should be directed to the crisis communications team.
As our clients are the core of our business, communication regarding the crisis and its potential effect on our relationship or ability to continue to provide them services must be part of the message. Vendors likewise deserve to understand how the crisis may affect our relationship and their business with us. At no time should promises or commitments be made that are outside of the core message provided by the crisis communications team.
The media may require more detail and will often immediately delve into the details of how the situation occurred, who is to blame, and what is being done to prevent further reoccurrences (Jordan-Meier, 2011).
It is critical that no one aside from the CEO and crisis communications team or designated spokesperson attempt to engage the media or answer questions no matter how insistent they may be. All requests for information must be directed to the official communications team, without exception.
Responses to the community will be coordinated through the crisis communications team as well. The community must receive timely information that will include the potential affect the crisis will have on them and actions that are being taken to prevent further disruption to their lives (Jordan-Meier, 2011). Sincere sympathy or apathy is required but the message must still remain focused on resolving the situation in the quickest possible way (Jordan-Meier, 2011).
In the event that a crisis requires a government agency to be notified, such notification will come from the CEO or designated spokesperson. The information provided will be taken seriously in order to comply with required disclosures. All cooperation will be extended to these agencies by all company employees without exception but all communication must go through the crisis communications …show more content…
team.
Operations / Chain of Command
In the event of a crisis, all communications to stakeholders will flow through the crisis communications team. When the situation demands that multiple team members will engage any of the stakeholders with communications, all members are required to notify the crisis communications team for approval first and must not respond until notified with an answer from the team.
Only the crisis communications team can approve the core message to be delivered.
Working in connection with the CEO and board of directors, the official message will be identified and then reviewed for correction as the crisis develops as necessary. Before communications are released, they need to be approved by the crisis communications team to ensure they are current.
A spokesperson will be designated as the situation warrants and will be decided by the crisis communications team. In some cases, more than one spokesperson will be chosen to cover different stakeholders or when the pace of the crisis requires information to flow quicker than one person can keep up with. The spokesperson will be directed by the crisis communications team.
During a crisis, the crisis communications team will hold regular, formal meetings that will be documented (Walaski, 2011). The designated team leader is responsible for ensuring that the meetings are held as often as required to keep up with the crisis. As the message is reviewed, the CEO and spokesperson or spokespersons will be notified immediately of any
changes.
Key Communications Strategies
Above all, negative perceptions can be controlled through choosing the right words and attitudes with all communications (Jordan-Meier, 2011). The designated spokesperson must be able to speak with knowledge and authority while maintaining exhibiting the understanding and compassion towards all stakeholders that is required (Jordan-Meier, 2011). We must prevent furthering the damage caused by a crisis by appearing disconnected from the valid concern directed to us by the public.
All communication must be timely in every case, both internally and externally. As the media will demand immediate responses we must be ahead of the situation by communicating quickly with our message. Timeliness, however, does not supersede the need to direct all message content through the crisis communications team.
To the extent that it can be planned, communications strategies for all foreseeable scenarios should be discussed and prepared for in advance of an actual need. The strategies should be updated regularly to help conceive possible crisis situations. Continuity of operation must be considered in all situations (Walaski, 2011). As soon as a crisis begins, the prepared responses should be delivered as expeditiously as possible.
Responsibilities
All responsibilities will be delegated by the crisis communications team, with input from the company president. A spokesperson will be designated for all internal and external communications, and may require several spokespersons at the discretion of the team. Staffing required to support the crisis will also be determined by the crisis communications team. All points of contact will be identified by the same team.
Evaluation of Communications Efforts
Following each crisis, a review board should be convened as part of the closing operational responsibilities of the crisis communications team so that the consideration can be given to future strategies, based on the information collected and experience of the present crisis.
Social Media
Social media has become a powerful tool for connecting with and providing information to all stakeholders during a crisis. Social media should be considered a top priority for communications, but must be reviewed before it is used. Each media channel requires specific consideration, as follows.
In general, the audience must first be understood. Social media channels used during a crisis should be those same channels that are normally used during the course of conducting business to avoid the appearance of using it only to reach others during a crisis. Several existing media channels are presently in use by departments such as the sales department and should be considered for use during a crisis. In the course of normal operation, these channels should be monitored for relevant ongoing comments by others, in order to help determine how to best use this tool during a crisis.
The company website should be maintained with current information for use by the media and others (Walaski, 2011). A simple dark site will be prepared for immediate use in the event of a crisis. This dark site should contain relevant contact information for those seeking information during a crisis (Walaski, 2011) and should link to the main site for additional information as needed.
Other social sites may be used, if they are considered to be an appropriate means of communication during the crisis. Facebook, YouTube and Twitter should all provide the same updates and media communications as those found online. Information releases, particularly videos, should be simple and on point with the approved message during the crisis. Although Twitter is an instant messaging service, the limitation of characters should be used to direct the followers to the main site for more extensive information.
While the use of personal social media while at work is permitted as outlined in the Employee Handbook, during a crisis, the use of social media for any reason will be limited to reduce the possibility of incorrect information being released to the public outside of the approved channels. In all cases, discretion should be taken to ensure that those employees with the responsibility do not represent the company in any official capacity of speak or post with authority as if they do. All shared information should be kept within the current security of information guidelines provided on the company SharePoint site and in the printed employee resource materials.
References
Jordan-Meier, J. (2011). The four stages of highly effective crisis management: How to manage the media in the digital age. Boca Raton, FL: CRC
Walaski, P. (2011). Risk and crisis communications: Methods and messages. Hoboken, NJ: John Wiley & Sons.