How To Communicate Effectively During Crises

HOW TO COMMUNICATE EFFECTIVELY DURING CRISES

No amount of planning will prevent all emergencies, nor will it stop the media from showing up at your door when a crisis strikes. In addition to having an effective crisis communication plan in force, here are a few rules to keep in mind if you're ever asked to make a public or official comment regarding your organization's crisis or emergency:

• Show concern for the people and groups affected by your crisis. This lets your employees, customers, and the community at large know you care about their well-being and are taking positive action.
• Make statements of fact that inform. Short, declarative statements based on facts help your audiences make intelligent decisions about your organization.
• When questioned, don't speculate or repeat hearsay. Provide only information that's been verified as accurate. The best approach is to let the media know you won't answer hypothetical questions - that shows a measure of control and highlights the speculative nature of the question.
• Stay calm and courteous. That's obvious, but it's difficult to do. Pause before answering any question. The perception that you're in control greatly helps to maintain goodwill.
• Don't discuss cause or fault. Normally, fault can be established only after all the facts have been gathered and evaluated. Fault is best left to lawyers, judges, and juries to decide.
• Avoid saying 'no comment' or repeating the negative words in questions you're asked. There are ways to answer questions without repeating any negative words or phrases they contain: 'We can't talk about that aspect while it's under investigation. What we can talk about is. ...' Don't risk having the negative words in your answer quoted in the press. Even 'no comment' may be taken as an indication that you're trying to hide unfavorable information.
• Use lay terms to describe events. Most members of the general public don't understand complex terms and industry-specific acronyms. If you don't use them, you don't confuse your audience.
• Use your Web site to convey information and receive inquiries from those concerned. At best, the media will print only one or two of your quotes. You can put complete information on your Web site that reporters and other interested audiences can access directly.
• Communicate with your employees. As stakeholders in the organization, your employees should be kept well informed. Use voice mail, newsletters, e-mail, and video to spread your message.
• Monitor news coverage for accuracy. Don't be afraid to refine or correct a reporter's story. If incorrect information is being reported, it should be corrected as soon as possible.
• Ask reporters questions about what they have heard. Reporters, particularly those with whom you have relationships, are often good sources of information. Some reporters may share with you what they've learned from other sources, although they might not in a large press briefing. You can use this information in your own investigation.
• Set up a central communications facility. One location with communications equipment is ideal. Equipment should include dedicated phone and fax lines, cell phones, radio and TV receivers to monitor news, fax machines, computers, copiers, and printers.
• Keep interviews away from emergency areas. Designate specific sites as press rooms and interview areas. Don't let reporters roam your facilities unescorted or without permission. Don't compromise investigations with news gathering. You don't owe it to the media to travel wherever they want. You can confine them to a designated area on private property. Teach all employees the rules for handling the press.
• Try to keep news coverage to a one-day story. The less time a crisis is in the public eye, the better. Be prepared, and try to answer as many questions as you can within a fairly short time frame. If remedial action is needed, the faster you handle it, the sooner the controversy begins to die. For example, if a product recall is required, the media will be more inclined to cover the announcement of the recall rather than the recall itself.
• Use one primary spokesperson. This helps keep information flow direct and focused and avoids contradictory messages.