Crisis Communication Planning – It Works!

By: Phyllis Ershowsky, APR, CPRC

From the time we take our first steps as PR assistants to the day we become experienced professionals, we are reminded about the importance of cultivating a thorough crisis communication plan. In most cases we file it away, secure in the fact that it’s there if we need it. For me, that was yesterday. The beauty of a well thought out crisis communication plan? It actually works.

Leaving out names to protect the innocent, no sooner had I completed a crisis plan for a new client than a crisis occurred: a key employee walked off the job without notice. She was the only full time person licensed to manage one of the major functions of this organization and without a replacement, the regulatory agencies warned they would shut down the business within the next two days. To complicate matters, this same employee called the media about the impending shut down and two TV stations got right on it. We had five hours to get control of the situation until the 6 p.m. news. What to do? Refer to our newly minted, trusty crisis plan, of course.

Within two hours, we appointed a spokesperson, drafted a statement for the media, coached the client, contacted the media with a response and set a time with the reporters for an update. The result? While the news stories ran as scheduled, the facts were presented fairly and the points we made in the statement were mentioned right up front. There was little drama and the impact was minimal.

Here were the lessons learned:

1. By planning calmly and rationally in advance, we were prepared for the worst.
2. We had an immediate plan to put into action – no time was wasted. 
3. Because we were so calm and organized, the client was too – and that made a huge difference in the outcome.

I highly recommend preparing a thorough crisis communication plan for your client’s or organization’s peace of mind – and yours as well!

Phyllis Ershowsky, APR, CPRC and principal of PKE Marketing & PR Solutions, has more than 25 years experience developing creative strategies to help clients establish positive reputations and relationships with their key publics. She is also an adjunct professor at Florida Gulf Coast University and has served as our local FPRA chapter's vice president of member relations for the past two years.

Crisis Management: What GM did in SM

Chris Barger of General Motors gives 5 important lessons to consider when handling crisis management through social media.

By: Samantha Scott

Lesson #1 – You can’t over Communicate

• For general engagement and “normal” business, it’s better to strategize and choose right channels for your goal.
• In a crisis, answering as many questions as possible and letting people know you’re listening is vital – both because those affected expect it, and because it introduces your perspective into the conversation – so a broad, all-platforms approach is most effective.

GM reached out to influencers by sending out the complete social media/communications plan to the likes of Chris Brogan, etc. telling them it was coming out the next day and telling them to watch. ALL of them wrote about it because it was a great case study, happening live.

 Lesson #2 – Let others tell your story

• Others will be interested in how you handle your crisis from a social media perspective. So tell them, and let them tell others.
• We didn’t contact anyone in hopes that they would turn into an advocate. We just wanted them to tell the story – and knew that the story would drive people to us.
• Perceived loss of control is terrifying, but especially during a crisis. Do it anyway. You never really had control anyway.

 Lesson #3 – Measure, and report

• Keep track of all the positive comments, conversations, etc.
• Share them with your boss/client.

 Lesson #4 – Follow Up Matters

• Community will expect continued engagement.
• Reputational repair begins with demonstrating change, and the sense that you value the relationships forged during the crisis.
• Absent significant follow up, community could see your reputational efforts as PR/marketing.

 Lesson #5 – Reputate

• Ray Jordan, Johnson & Johnson – “reputate” as verb rather than “reputation” as noun.
• “Get caught doing the right thing.”
• Google search your company name with “wish” in front. See what consumers wish you had or did.
• Apply principles of community. Actually listen & respond.

 There is someone in every digital community who has the “Oprah effect” for their group. Find them, talk to them, listen to them. If they get on your side, then everyone else in the influential circle will be too.

 When you’re recovering from a crisis and trying to rebuild a reputation you’re trying to win people over one at a time. It’s one at a time that matters.

Lessons Learned: Final Thoughts

• Open, candid engagement can win admiration, mitigate negativity.
• Need to be engaged prior to crisis to have earned credibility.
• Engagement during crisis only goes so far; you have to back it up after the crisis with sincerity and action.
• Social engagement CAN sell your product, even when your product is something as big as a car.
• Success is only half in executing your program; the other half is TELLING people about what you’re doing (social, traditional, bloggers, etc.) If you have a good campaign or are doing something good, but no one knows, what good is it?
• There is no “over.”
• It’s not a campaign. It’s a commitment. You are promising to be there.

*Editor's Note: Learn more about crisis management and thriving in the Auto industry from Ford Motor Company at Annual Conference in August. Scholarships available through the SWFL Chapter; applications due Friday, March 26, 2010.