Crisis Communications Training: After 9-11

ALA Midwinter Meeting

New Orleans, Louisiana

January 20, 2002

Prepared by Howard Opinsky,

Weber Shandwick

Today’s Agenda

Objective: To learn how to identify a crisis and how to communicate effectively to end the crisis with your library’s reputation intact.

• What is crisis communications• Share examples of library crises• How to deal with a crisis• Tough Q&A role play• How you can get prepared now

You Might Be In A Crisis If . . .

• Natural disaster

• Criminal acts - bombs, computer hacking, kidnapping

• Employee/Volunteer/Library User actions • Accidents• Sexual/racial discrimination or harassment• Violence• Violations of law or library policies• Sabotage

You Might Be In A Crisis If ...

• Legal/government action – investigations, regulations, law enforcement

• Financial actions – funding, endowments, embezzlement

• Special interest group opposition – protests, boycotts

• Sudden management changes

Issues v. Crisis

Issue

• Early warnings

• Sufficient time to develop strategies

• No immediate harm or disruption to business

Issues v. Crisis

Crisis

• Imminent threat to ”business as usual”

• Imminent threat to institution

• Media attention – either immediate or potential

• Possible harm to individuals or property

Top Signs You’re In A Crisis

• The media are knocking at the door

• Rumors are afloat

• News may leak at any time

• The library’s reputation is potentially at stake

• Lives are threatened

• Opponents and even some friends are criticizing actions

Elements Of A Crisis

• Damage

• Interruption

• Instability

• Intense scrutiny

• Decision time

It’ll Never Happen Here

• A crisis may happen anywhere -- anytime

• High profile libraries are more susceptible to some crisis

• Bad things CAN happen to good libraries

• New threats develop regularly -- be aware

LIBRARY EXPERIENCES

DEALING WITH A CRISIS

Why Practice Smart Crisis Management?

• Bad news travels fast

• Media thrive on bad news

• Preserve library reputation

• Smart crisis management is far simpler than rebuilding a damaged reputation

The Publics

Tell Me The Truth,

Give Me The Facts

– And I’ll Decide

You’re A Great

Library!

+

I Have LostMy Trust In

You

–

What Works

• Openly and quickly share the facts with the public

• Accept responsibility when you are at fault

• Prepare for crises and you may avoid them

• Show you care

Messages That Work

• Facts

• Concern

• Commitment

• Explanation of actions

Crisis Management

• Anticipation and prevention

• Preparation

• Incident management

• Post-incident analysis

• Recovery

• It’s over!

The Crisis Response Team• Library leader

• Key librarians and staff

• Trustees representative

• Volunteers representative

• Key friends of the library

• Communications staff

• Legal

Keys To Navigating A Crisis

• Consider, above all other factors, the health/safety of visitors, employees, public and community

• Gather all facts as rapidly as possible

• Immediately notify -- and maintain contact with -- appropriate local authorities ( Police, Fire, etc.)

• Notify legal advisors when appropriate

Keys To Navigating A Crisis

• Maintain records of all proceedings

• Encourage candid discussion of solutions

• Communicate quickly and fully with one another and public

• Develop answers to predictable questions

More Keys to Navigating a Crisis

• Monitor events and adapt as necessary

• Lead and facilitate investigation

• Don’t be afraid to say “I don’t know”

The Internet in a Crisis

Your Web site• Add crisis news promptly • Consider a “dark website” to activate

quickly in extreme situations

Internet• Monitor news reports, specific sites

and chat rooms• Monitor incoming e-mail closely

Identify Your Audiences

• Library Users

• Employees

• Community

• Government

• Media

• Others

Communications Goals in a Crisis

• Protect your library’s reputation

• Reduce tension

• Demonstrate commitment to values

• Communicate promptly and continuously to maintain control of flow of information

• End the crisis

Communications Procedures

• Make judgement about crisis

• Develop talking points/holding statements

• Centralize incoming calls to appropriate spokespeople

• Respond as rapidly as possible to media calls

Communications Procedures

• Make announcements promptly, unless special circumstances exist

• Communicate with each audience directly

• Cancel events as appropriate

• Update website regularly

• Monitor media coverage

Questions to Expect

• What caused the accident?

• What is the library procedure to handle such an incident?

• Will there be an investigation?

• What is being done to mitigate the risk?

• Has this happened before? If so, when?

• What is the library policy on this matter?

Rumor Control

• Take everything you hear seriously, but with a grain of salt

• Investigate rumors before you comment

• Correct wrong information quickly and thoroughly

• Don’t pass on rumors

Spokespeople

• Limit number of spokespeople

• Select spokespeople with credibility for their audiences

• Use most senior leader to take accountability

• Training is vital

Developing your Messages

• Clarify your objective

• Organize your facts

• Anticipate the questions

• Know what you want to say

• Know what you don’t want to say

Your Key Messages

2 - 3 Key Messages• Facts• Concern• Commitment• Action

Anecdotes, Examples, Illustrations

When Risk and Fear are Issues

• Listen

• Speak clearly and with concern

• Avoid unreasonable comparisons and statistics

• Tell what you know, what you don’t know

• Explain actions

Reminders for Spokespeople

• Prepare

• Know your audience

• personalize your message

• Be honest, be frank, be open

• Speak clearly and with compassion

More Key Reminders

• Develop your messages

• Be succinct

• Anticipate questions

• Eye contact

• Speak with one voice

And, Remember

• Know what you want to say…and what you don’t

• There’s no such thing as “off the record”

• Don’t speculate

• When you don’t know the answer, tell the truth, say “I don’t know”

Q & A Role Play

GET PREPARED!!

The Crisis Team

• Establish a crisis response team and establish roles/responsibilities

• Develop and maintain extensive contact list for team

• Establish notification system

• Meet periodically to discuss potential crisis and develop strategies

• Designate and train spokespersons

Communications

• Prepare audience lists (media, stakeholders, friends)

• Reach out to media regularly

• Have your policy guidelines and institutional facts updated and available

• Assess potential crises and draft talking points/ statements

Communications

• Seek opportunities to neutralize potential flash points

• Monitor news for potential problems

• Conduct drills

Crisis Rules to Live By

• Do no more harm

• Be prepared

• Honesty is STILL the best policy

Howard S. Opinsky

Howard Opinsky is a Managing Director in the Washington, D.C., office of Weber Shandwick. He specializes in media relations, crisis communication, and communication strategy for a variety of clients including corporations, trade associations, and public policy advocacy organizations. His clients have included Microsoft, General Electric, the American Chemistry Council, and the Government of Colombia. Prior to joining the firm, Opinsky distinguished himself as a spokesman for local, state, and national political campaigns. He served as National Press Secretary for U.S. Sen. John McCain's (R-AZ) presidential campaign. Opinsky holds a B.A. in Political Communication from The George Washington University in Washington, D.C.

Crisis Communications Training: After 9-11

New Orleans, Louisiana

January 20, 2002