This Crisis Media Training workshop focuses on the need for successful interaction with the media. After completing our training, your employees will have the skills necessary to confidently and correctly manage media contacts.
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Crisis Training Training
A Crisis can happen to any
organization, at any time. We specialize in preparing people
to manage a crisis while communicating effectively with
the media. For more information please call or email us.
It's a moment in
organizational life that
every CEO dreads.
Some idiot takes up a
gun and blasts his
girlfriend in the
marketing department.
The organization is in
crisis and you have to
deliver the most
sensitive "tight rope"
speech in your career.
In a single speech, you
want to convey concern
to those affected as
well as the public and
at the same time
maintain the image of
the organization. Where
do you begin?
Relax. The crisis hasn't
happened (yet!) but I
can't be so
irresponsible as to wait
until you're in a crisis
to tell you how to
handle a Crisis
Management Speech.
Furthermore, you won't
hear anything I would be
saying at that time, so
now that I have your
attention, here's how to
prepare and deliver a
speech concerning a
crisis in your
organization.
Decide on your purpose-
What do you want to
accomplish with your
speech? Inform people of
what has happened? Calm
them? Alert them to
further danger? Whatever
is your purpose decide
on it before you begin
to speak.
Know what you cannot
say- What you say may be
limited because the
police are investigating
or it might be
confidential personnel
or classified
information which cannot
be discussed publicly,
even in a crisis. Be
clear on what you cannot
mention before you face
your audience.
Show concern- Express
sympathy for those
affected by the crisis
as well as concern. E.g:
Our thoughts and prayers
are with her family and
friends. We do have
security in place but
somehow it didn't work.
We'll investigate what
went wrong so that we
can prevent it from
happening to anyone
else.
Provide relevant
information- What
happened, why, when,
where, who was
responsible, what are
you doing to address the
situation, are some of
the issues you need to
address. When you do, do
not guess. Share only
what you're certain
about and don't
speculate to be
impressive.
Be truthful- Don't try
to mislead to create the
impression that you are
in charge and above all,
do not lie! Reporters
will find out and expose
you. Your people will
not trust you and in one
fell swoop, you would
have damaged your own
credibility and that of
the organization.
Admit mistakes- Take
responsibility for what
has occurred quickly,
even when you are not
sure that your
organization was at
fault. In 1982, Johnson
and Johnson did exactly
that when cyanide-laced
capsules of Extra
Strength Tylenol caused
seven deaths in the USA.
It subsequently turned
out that they were not
at fault and in three
months the company sales
were almost back at the
level they were at
before the crisis.
Admit that you don't
know everything-
Especially to the media.
As a crisis unfolds, you
will not have all the
information the media
wants. Let reporters
know that you do not
have all the facts and
assure them that you
will share them as soon
as you do. And then keep
your word.
Cooperate with the
media- Answer the
questions from the media
because if you attempt
to avoid them they will
look for answers in
places that might not be
favourable to you or
your organization.
Always project a
positive image of
yourself and your
organization.
Now, if you can apply
the above tips to the
next time you have to
speak in a crisis, you
will create goodwill
among your employees,
the media and the
public. You will also
stand out from among
CEOs in your country as
a genuine and caring
leader.
Source: Lorna Barrow
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