Crisis Communications Training: After 911

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Crisis Communications Training After 9-11
ALA Midwinter Meeting New Orleans,
Louisiana January 20, 2002 Prepared by Howard
Opinsky, Weber Shandwick
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Todays Agenda

• Objective To learn how to identify a crisis and
  how to communicate effectively to end the crisis
  with your librarys reputation intact.
• What is crisis communications
• Share examples of library crises
• How to deal with a crisis
• Tough QA role play
• How you can get prepared now

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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

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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

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Issues v. Crisis

• Issue
• Early warnings
• Sufficient time to develop strategies
• No immediate harm or disruption to business

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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

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Top Signs Youre In A Crisis

• The media are knocking at the door
• Rumors are afloat
• News may leak at any time
• The librarys reputation is potentially at stake
• Lives are threatened
• Opponents and even some friends are criticizing
  actions

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Elements Of A Crisis

• Damage
• Interruption
• Instability
• Intense scrutiny
• Decision time

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Itll 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

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LIBRARY EXPERIENCES
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DEALING WITH A CRISIS
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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

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The Publics
Tell Me The Truth, Give Me The Facts And Ill
Decide


Youre A Great Library!
I Have Lost My Trust In You
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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

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Messages That Work

• Facts
• Concern
• Commitment
• Explanation of actions

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Crisis Management

• Anticipation and prevention
• Preparation
• Incident management
• Post-incident analysis
• Recovery
• Its over!

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The Crisis Response Team

• Library leader
• Key librarians and staff
• Trustees representative
• Volunteers representative
• Key friends of the library
• Communications staff
• Legal

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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

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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

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More Keys to Navigating a Crisis

• Monitor events and adapt as necessary
• Lead and facilitate investigation
• Dont be afraid to say I dont know

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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

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Identify Your Audiences

• Library Users
• Employees
• Community
• Government
• Media
• Others

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Communications Goals in a Crisis

• Protect your librarys reputation
• Reduce tension
• Demonstrate commitment to values
• Communicate promptly and continuously to maintain
  control of flow of information
• End the crisis

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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

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Communications Procedures

• Make announcements promptly, unless special
  circumstances exist
• Communicate with each audience directly
• Cancel events as appropriate
• Update website regularly
• Monitor media coverage

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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?

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Rumor Control

• Take everything you hear seriously, but with a
  grain of salt
• Investigate rumors before you comment
• Correct wrong information quickly and thoroughly
• Dont pass on rumors

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Spokespeople

• Limit number of spokespeople
• Select spokespeople with credibility for their
  audiences
• Use most senior leader to take accountability
• Training is vital

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Developing your Messages

• Clarify your objective
• Organize your facts
• Anticipate the questions
• Know what you want to say
• Know what you dont want to say

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Your Key Messages

• 2 - 3 Key Messages
• Facts
• Concern
• Commitment
• Action
• Anecdotes, Examples, Illustrations

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When Risk and Fear are Issues

• Listen
• Speak clearly and with concern
• Avoid unreasonable comparisons and statistics
• Tell what you know, what you dont know
• Explain actions

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Reminders for Spokespeople

• Prepare
• Know your audience
• personalize your message
• Be honest, be frank, be open
• Speak clearly and with compassion

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More Key Reminders

• Develop your messages
• Be succinct
• Anticipate questions
• Eye contact
• Speak with one voice

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And, Remember

• Know what you want to sayand what you dont
• Theres no such thing as off the record
• Dont speculate
• When you dont know the answer, tell the truth,
  say I dont know

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Q A Role Play
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GET PREPARED!!
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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

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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

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Communications

• Seek opportunities to neutralize potential flash
  points
• Monitor news for potential problems
• Conduct drills

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Crisis Rules to Live By

• Do no more harm
• Be prepared
• Honesty is STILL the best policy

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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.

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Crisis Communications Training After 9-11
New Orleans, Louisiana January 20, 2002