An Introduction to The New Crisis Communications

Hang Seng Management College | November 2015
CPC&
CRISIS An introduction
COMMUNICATIONS

CPC&
© CPC & Associates 2015. All rights reserved 2

3
CPC&
Types of negative situations
INCIDENT CRISIS
PROBLEM ISSUE
-SEVERITY+
- LONGEVITY +
© CPC & Associates 2015. All rights reserved

4
CPC&
INCIDENT CRISIS
PROBLEM ISSUE
Corruption @ FIFA

5
CPC&
INCIDENT CRISIS
PROBLEM ISSUE
HKU Vice Chancellor elections

CPC&
EU immigration
6

“A significant negative event that contains actual or
potential risk to life, health, environment, business
continuity, reputation or those relationships a company
requires to operate its business.”
• Is this situation a precursor that risks escalating in intensity?
• Does it risk coming under close scrutiny?
• Will it interfere with normal business operations?
• Will it jeopardise our public image or bottom line?
7
CPC&
Crisis definition
Source: Steven Fink© CPC & Associates 2015. All rights reserved

• Political pressure
• Regulatory changes
• Religious/cultural/political
controversies
• Societal outrage
• Cyber attacks
• Health scares
• Hostile takeover bids
• Natural disasters
• Political unrest
• Sabotage & extortion
• Corporate/strategic failure
• Corporate governance failure
• Fraud/malpractice
• Poor employee behaviour
• CEO dismissal
• Employee injuries/death
• Industrial disputes
• IT system failures
• Product quality recalls
EXTERNALINTERNAL
ISSUE-LED INCIDENT-LED
8
CPC&
Traditional threats

9
CPC&
Institutions are not trusted
Source: Edelman Trust Barometer 2014

Source: Edelman Trust Barometer 2014
10
CPC&
Some industries more exposed than others

• IT security/confidentiality
– Hacking
• Privacy
• Activism
– Traditionally: campaign groups, local communities, investors
– Now also customers and employees
• Expectations of good behavior, transparency & openness
• Greater accountability to more stakeholders
• Improved stakeholder rights
– Consumers
– Whistleblowers
11
CPC&
Some new threats…

The role of social media
The internet and social media
CPC&
12
• Triggers
• Amplifies
• Sustains
INCIDENT CRISIS
PROBLEM ISSUE

• Can strike from anywhere
– More complex issues
– More short, sharp shocks
– More total unknowns
• Harder to manage
– News, information & commentary move faster and further
– Immediate expectation of responsiveness and dialogue
– Everyone has a voice, but who is credible and trusted?
– Fickleness and volatility of opinion
– More rumours, misinformation, disinformation
– Harder to conceal smoking guns
13
CPC&
The reality of crises today

Mitigate
Prepare
Respond
Recover
14© CPC & Associates 2015. All rights reserved
CPC&
Crisis management framework

1. Control the agenda
2. Fix the problem
3. Adopt the lessons
15
CPC&
Three key crisis response principles

1. Quickly acknowledge the problem
2. Be as honest as possible
3. Be sincere
16
CPC&
Three key crisis communications principles

• Listen
• Move fast
• Communicate what we know
• Connect emotionally
• Tell our story convincingly
• Bypass the mainstream media
• Respond to many people simultaneously
• Rebut rumours, mis and disinformation
• Rebuild confidence and trust
17
CPC&
Tech/data provide opportunities to:

• You don’t know what’s happening
• Information is partial and inaccurate
• Rumour and speculation are spreading fast online
• The media is calling
• Legal is telling you to say nothing
• Management has gone missing
• Panic is taking over
18
CPC&
Easier said than done!

I. Malaysia Airlines MH370
II. MTR Corporation stray dog
Two recent crises
CPC&

I
MALAYSIA AIRLINES
CPC&

02.40 MAS loses contact with MH370
07.24 First public confirmation of loss
08.13 MAS social media profiles updated
09.00 MAS starts contacting next-of-kin
12.00 MAS CEO press conference
13.46 VN media reports crash nr Tho Chu Island
14.00 Passenger manifest released
14.30 MY Transport Min denies VN crash
16.20 VN confirms loss of plane in airspace
19.00 VN navy confirms no wreckage found
22.00 Rumours circulate of passengers with stolen passports
21
CPC&
MH370 crisis timeline – March 2014

22
CPC&

• Acknowledge the issue
• Recognise the urgency of the situation
• Demonstrate it is being taken seriously
• Express empathy for those affected
23
CPC&
Key first response messages

24
CPC&

25
CPC&

• ‘It is reported’ …
• ‘We are aware of’ …
• ‘It is understood that’ …
• ‘Our thoughts are with’ ….
• ‘We are fully committed to’ …
• ‘Details will be made available’ …
26
CPC&
Classic holding statement phrases

CPC&

31
CPC&

CONCERN
For those affected
COMMITMENT
To help however
possible
CONTROL
At the most
senior level
CONFIDENCE
But not arrogance
COMPETENCE
In how to handle the
crisis
32
CPC&
5Cs of crisis messaging

33
CPC&
The press conference

II
MTR stray dog
CPC&

35
CPC&

36
CPC&

37
CPC&

38
CPC&

39
CPC&

1. Quickly acknowledge the problem
2. Control the agenda
3. Be as honest as possible
4. Be sincere
5. Fix the problem
6. Adopt the lessons
6 tips for responding to crises
CPC&

41
Questions
CPC&

An Introduction to The New Crisis Communications

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Ähnlich wie An Introduction to The New Crisis Communications

Ähnlich wie An Introduction to The New Crisis Communications (20)

Mehr von Charlie Pownall

Mehr von Charlie Pownall (10)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

An Introduction to The New Crisis Communications