Crisis Communications: What every CEO should know
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CRISIS COMMUNICATIONS:WHAT EVERY CEO SHOULD KNOWAlesa Lightbourne, Ph.D.Alesa Lightbourne, Ph.D.
Assistant Dean, Global BBA Program
S P Jain Center of Management
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AGENDA
�Things you probably already know (review)
�Things you probably DON’T know
�Action list for better preparedness
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YOU ALREADY KNOW
�You must have a plan before the crisis
�Crisis management plan ≠ crisis communications plan
�Plans take a lot of time and expertise
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BEST PRACTICES
�Keep plan updated (study recent crises)
�Assign alternate members of team
�Allow for cultural differences
�Practice both onsite and “away” crises�Practice both onsite and “away” crises
�Mandate media training for all involved
�Do practice run
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USING INTERNET – A MUST
Google and Japan earthquakehttp://www.google.com/crisisresponse/japanquake2011.html
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GREAT PRESS MILEAGE
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Source: simpliflying.com
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TOOLS
�AirAlertTM – connect crisis comm team members, operations, external audiences, dedicated website
�Hootsuite – manage Twitter, Facebook, Linked In
�Backtype, Social Mention – monitor online �Backtype, Social Mention – monitor online conversations using keywords
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BOTTOM LINE
NONO
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YESS
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THINGS YOU CAN’T KNOW
�Who
�What
�When
�Where�Where
�How
�How you (and others) will personally react…How you (and others) will personally react…How you (and others) will personally react…How you (and others) will personally react…
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COMMUNICATION STYLES
�Yourself
�Team members
�Others (media, victims, regulators)
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FOUR BASIC STYLES
�Aggressive
�Passive
�Passive-aggressive
�Assertive�Assertive
CEOs think they are …
assertive
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BUT IN A CRISIS, YOU’RE REALLY …
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OR …
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IN TIMES OF PANIC
�We revert to behavior of parent
�This is irrational / we can’t help it
�We can use knowledge of types to maximize strengths of team membersof team members
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LET’S FIND OUT MORE
�Take assessment
�Fill out answer sheet
�Add columns
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FOUR TYPES
�G + D = Driver
�O + D = Expresser
�O + I = Relater
�G + I = Analyzer
Most people combine several types
We can be different types in different circumstances
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DRIVER
�Commander
�Gets job done
�Decisive, risk taker
�Good at delegating�Good at delegating
�Fearless
�Results-oriented
Norman Schwarzkopf
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EXPRESSER
�Talkative and optimistic
�Impulsive, full of ideas
�Values enjoyment
�Spontaneous and flamboyant�Spontaneous and flamboyant
�Loves to brainstorm
�Impulsive
Oprah Winfrey
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RELATER
�Relationship-oriented
�Easy-going, likes steady pace
�Harmonizer
�Good listener�Good listener
�Dislikes contrary opinions
�Concerned about others’ feelingsMother Teresa
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ANALYZER
�Rational and idea-oriented
�Highly organized
�Cautious, logical, thrifty
�Quick to think, slow to speak�Quick to think, slow to speak
�Values accuracy and being right
�Plans thoroughly
Alan Greenspan
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ACTIVITY
�3 blessings of your nature
�3 curses of your nature
�3 things you’re likely to do in a crisis
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APPLY YOUR KNOWLEDGE
Who makes the best:
�Media spokesperson
�Budget controller
�Victim relations person�Victim relations person
�Overall decision maker
What potential dangers arise from each?
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ACTION ITEMS
�Revisit your communication crisis plan
�Add Internet aspects
�Assess communication styles on your team
�Predict responses in crisis�Predict responses in crisis
�Adjust responsibilities accordingly
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RESOURCES
� Alessandra & O’Connor. The Platinum Rule. New York: Warner Books, 1996.
� Bernstein, Jonathan. “The 10 Steps of Crisis Communications.” www.bernsteincrisismanagement.com
� Lukaszewski, James. “Seven Dimensions of Crisis Communication Management.” www.e911.com/monos
Simpliflying. “Five Steps to Successful Crisis Management for Airlines in the � Simpliflying. “Five Steps to Successful Crisis Management for Airlines in the Age of Social Media.” www.simpliflying.com
� Valtat, Aurelie. “The Ash Cloud, Crisis Communications & Social Media – the Eurocontrol Story.” Interview posted at www.conversationblog.com/journal, Apr 30, 2010.
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CRISIS COMMUNICATIONS:WHAT EVERY CEO SHOULD KNOW
Alesa Lightbourne, Ph.D.