Recent research
has shown 12 % of
Australian businesses
and 39 % of councils
have no contingency
crisis media plans to
cope with an emergency
or crisis event. Of
those that do have
crisis media plans, I
wonder how many have an
effective strategy to
deal with the media.
During a crisis the
media play an important
role informing the
community of what's
going on.
But not maintaining good
relations with the media
and not having a plan to
deal with them can turn
even the most thorough
crisis media plans into
chaos.
For example, in the
emergency and crisis
media management
workshops I run, I give
the following two
examples to highlight
why a plan to deal with
the media should be an
integral plank to any
risk management plan.
Example one is where a
fatal accident occurs at
a work site and before
the organization can
contact relatives a
well-meaning colleague
is ringing the local
radio station dedicating
a song and naming the
recently deceased work
mate.
This illustrates the
importance of firstly
having a media crisis
plan and then
communicating internally
this plan to all
employees. It should be
made clear that during a
crisis all contact with
the media should be
through one or two
official spokespersons.
The second example
illustrates how
information often flows
to the media through
informal channels.
A sick infant is brought
into the emergency ward
of a busy hospital. The
infant is given an
incorrect dose of a
drug, goes into relapse
and subsequently dies.
A nurse working at the
emergency ward the night
the infant is admitted
is studying journalism
part time and tells a
fellow student of the
incident. The fellow
student works at a major
daily newspaper and
tells the editor. Next
day it's front-page
news.
How do you stay ahead of
potential disaster in
circumstances like
these?
The most important
tactic is to have a
crisis media plan and
understand the
requirements of
different media during a
crisis or high-risk
event.
Understanding different
media tools?
In an emergency or
crisis situation there
are a range of crisis
media tools available to
the manager. Often the
best way of getting your
message across to the
broader community is to
use the media with the
widest possible
audience. The most
immediate is radio news
bulletins, followed by
TV news and then daily
newspapers.
Often, as you are in a
crisis situation, the
story will have a strong
news value. The
challenge will be not so
much getting media
coverage, but managing
both the media and the
message.
Also in a crisis
situation, the story may
develop and be ongoing.
Journalists will be
looking for new angles
and developments to
"keep the story alive".
Here the challenge is to
keep providing accurate,
timely information at
all times.
Improving your media
performance during a
crisis.
When the story breaks it
is important to develop
good relations with the
media and manage the way
the message is
communicated.
For example the Nine
Network's 60 Minutes
coverage of the
Australian mining
company at the centre of
the major cyanide spill
in Eastern Europe
highlights the dangers
of appearing on the
media unprepared.
The visual images were
powerful. Huge fish
belly up in the river
being pulled out by
locals with pitchforks.
It is difficult to
combat these emotive
images.
But the company wasn't
very smart in thinking
about and managing the
visual image they wanted
to portray. The mining
CEO was interviewed in a
5-star hotel room and
was dressed immaculately
in a suit and tie.
Even if you didn't hear
what he was saying the
visual message was one
of being aloof, uncaring
and remote.
They missed a golden
opportunity to do the
interview on location at
the site of the spill,
sleeves rolled up and
giving the impression of
doing something about
the situation and being
in control.
In fact the image just
reinforced typical
community perceptions of
the mining industry
reaping huge profits
while being dirty,
dangerous and
environmentally unsound.
The keys to performing
well in such a situation
are planning and
preparation. When a
crisis occurs know the
exact status of it and
every fact available.
For example who are the
people involved, what
are the circumstances
and what is the latest
information?
Also act decisively. A
crisis is no time to
dither. Get as much
information to the media
as quickly as possible.
If you don't take
control of the
information, the media
will look for other
sources to provide a
'sound bite' or 'news
grab' and these may not
be accurate or reliable
contacts.
Often in a crisis,
rumor, emotion and
incorrect information
can quickly fill the
information void.
Continually update the
media as information
comes to hand.
When presenting and
planning your media
response think of the
target audience and what
words will reassure
them. Be involved and
take a 'hands-on'
approach. Do television
interviews on location
rather than in a
comfortable office
remote from the crisis
and audience.
Know how to use control
phrases to introduce
your agenda. Be
diplomatic, confident
and refrain from
becoming angry with
journalists.
10 Tips for Crisis
Media Management
From my experience as a
reporter, presenter,
executive producer and
manager I now advise and
train organizations on
how to manage the media
during a crisis.
Here are 10 tips I
consider essential:
1. Plan for a crisis in
advance.
2. Clarify your
communication
objectives.
3. Determine your
spokesperson and road
test their skills prior
to a crisis.
4. Identify the best
channels of
communication.
5. What is your key
message?
6. Stick to the facts.
Show empathy with those
affected.
7. Develop an open and
honest relationship with
the media, avoid "No
Comment" and be
proactive.
8. Build your case.
9. Use the Three Golden
Rules (Know your Topic,
Be Prepared, Relax) to
perform at your best.
10. Seek professional
help.
By: Thomas Murrell link