Risk and Crisis Communications

Transcription

1 Risk and Crisis Communications Doc Kokol Kokol & Associates, LLC Tallahassee, FL I know that you believe that you understand what you think I said, but I am sure you realize that what you heard is not what I meant. Robert McClusky US Department of State Spokesperson 1

2 Communication in a crisis is different In a serious crisis, all affected people Take information differently Process information differently Act on information differently The public perceives the success of the operation by the speed and relevance of information they receive. What does the public want to know? They want to know what you know, and They want information to help them protect themselves, their families and pets 2

3 Risk and Crisis Communication Science based discipline High stress, high concern change the rules of communication Key to success Anticipation Preparation and Coordination How to build a plan that fails Mixed messages from multiple experts Information released late Paternalistic attitudes Not countering rumors and myths in real time Public power struggles and conflict 3

4 Mixed Messages People don t want to have to pick one message of many messages Unofficial experts will pop up to offer advise Manage what your real officials are saying Reach out to the unofficial experts to ensure they have correct information Paternalistic Attitudes Don t tell a frightened person they have no reason to be frightened Never tell people don t worry Treat the public like intelligent adults Tell them what you know that makes you less afraid 4

5 Rumors The media will report rumors or hoaxes unless you can answer quickly why it is false Have an open, quick channel to communicate to the media Blogs are perceived as factual if not countered Power struggles or confusion All partners need to have clearly defined roles and responsibilities The public needs to see a united front with multiple jurisdictions working together. This is the value of a Joint Information Center 5

6 Be the first source of information The public uses the speed of information flow as an indication of your preparedness The first message they receive carries more weight Express Empathy Early People want to know you care, before they want to hear what you know. You have 30 seconds to win them over, say it early and clearly. Once you have said it, move on. Don t dwell on your messages of sympathy 6

7 Show competence and expertise If you have a title and are part of the official response, the public will assume you are competent until you prove them wrong Remain Honest and Open Don t hold information back to avoid panic People believe that: Any information is empowering Uncertainly is more difficult to deal with than knowing a bad thing If you don t tell them someone else will 7

8 But they will PANIC!! People will revert to more instinctual fight or flight information if they don t have any information. The overwhelming majority of people do not engage in extreme behavior. You may perceive panic or irrational behavior because you have information the public does not. Give People Things To Do Anxiety is reduced by action and a restored sense of control What is the single most important action for self-protection? You must do X You should do Y You can do Z 8

9 The Spokesperson Stay within the scope of your responsibility Tell the Truth Follow up on issues Expect Criticism Don t do it! Embarrass or ague with a reporter. Demand your remarks not be edited Demand the opportunity to edit the piece Lie Go off the record 9

10 Interviews are Opportunities A media interview is: an opportunity to deliver your story and a choreographed exchange of information A media interview is NOT: an intellectual exercise, debate, argument, educational exchange or friendly chat Your job is to give the reporter your story The Reporting Process By the time of the interview, the reporter May have already written the story in his/her mind Will want a quote on the main idea or issue Reporters write stories by inverted pyramid Beginning with the lead Then explaining how they reached that conclusion Headline Lead Reporters begin with the lead (conclusion), then show how they got there 10

11 To make your story newsworthy Offer accurate and relevant information Provide expert commentary Lend unique perspective Be a credible source of facts and statistics Know Your Story! Go into the interview with your own agenda Commit your messages to memory Return to your messages consistently Be confident! You are the expert! 11

12 Anticipate the Questions Who, What, When, Where, Why and How? What happened? When did it happen? Where did it happen? Why did it happen? Who did it happen to? What was the cause? What was the damage? Who is responsible? What do you plan to do about it? When will we get more information? We know what is going to be asked We can predict most questions. Pay special attention to the questions you really don t want asked. Don t hesitate to let a reporter know that you don t have the information needed. Offer to get the information and follow up as promised. 12

13 Prepare Quick Responses Anticipate questions and prepare Basic information for expected questions Q&A material More detailed responses for more complex questions To put potentially explosive issues to rest Message Maps 27 Words A total of 27 words for all three statements with each statement averaging 9 words in length. 9 Seconds 3 Messages With thanks to Dr. Vince Covello 13

14 The Risk and Crisis Communication Mantra Be First Be Right Information in increments if necessary Be Credible Show Empathy Promote Action Show Respect Increase your Effectiveness Speak in clear and brief sentences Give succinct messages Use media friendly language Offer quotable quotes Speak visually, creating mental pictures 14

15 Bridge to Key Messages To prevent interrogation, bridge to your messages. What I am really here to talk about is Before we get off that Let me answer by saying... That is not my area of expertise, but I can tell you Bridges help you take control. Let me put it in perspective What I really want to talk to you about is The most important point is Turn Questions Into Positive Messages Never repeat negative language Deliver only your side of the story Do not debate other points of view Pause to give thoughtful, positive responses Be specific and put issues into context 15

16 There is no Off the Record Anything you say may become a headline If you don t want it quoted, don t say it If you misspeak, calmly correct your statement Interview Tips Be punctual (but carry contact information for delays) Relax! Body language is easily interpreted Take the interview seriously, even in a casual setting Pre-interview, discuss its purpose with the reporter Listen to and answer each question carefully Bring your message(s) full circle Make your points Provide your support Conclude your statements and Stop talking! 16

17 Interview Tips Here are a few tips for a successful phone interview: Hold your calls and devote your full attention to the interview Keep your key messages and notes in front of you Stand or sit up and smile your voice will project warmth and more authority REMEMBER: If there is a pause or a silence, DON T feel obligated to fill the void with over-information Do not use a speaker phone unless there is more than one interviewee Avoiding Interview Pitfalls Journalists develop individual techniques to get their stories. Being aware of these methods can help you avoid them. The Machine Gunner Trap: The interviewer rapidly fires questions at you and you try to answer all of them Solution: Regain control: choose one question and answer it Say: Let me put some of this into perspective 17

18 Avoiding Interview Pitfalls (cont.) The Interrupter Bill O Riley Trap: The interviewer cuts off your answers, turning the interview into an interrogation Solution: Politely continue your statement, simply and quotably Say: I ll be happy to answer that also, but as I was saying Avoiding Interview Pitfalls (cont.) Dart Thrower Trap: The interviewer uses hostile language about you or your agency, tricking you into defending yourself instead of delivering a positive message Solution: Remain calm, ignore the attack, pause before you respond and bridge to your message Say: I think we may be getting off track here 18

19 Avoiding Interview Pitfalls (cont.) The Seducer (aka Barbara Walters) Trap: The interviewer lulls you into a false friendliness, so you become overly confident and unintentionally reveal information off message Solution: Stay on message, reacting warmly but aware that an interview can turn hostile at any time. Say: The important thing to remember is Avoiding Interview Pitfalls (cont.) The Personalizer (aka Katie Couric) Trap: The interviewer relates your responses to your personal feelings leading you away from your message and using your hesitancy against you Solution: Pre-interview, decide how to handle a personal question, using language in concert with the official position Say: What is important to our listeners is that 19

20 Avoiding Interview Pitfalls (cont.) The Void (aka Larry King) Trap: The interviewer is silent after you answer, creating an awkward void so you will speak off message or say more than you should Solution: Feel confident you have answered the question completely and remain silent Say: Nothing or bridge to a positive message Avoiding Interview Pitfalls (cont.) The Hypothesizer Trap: The interviewer lures you into speculating about possible events or consequences, then takes it out of context and puts you at odds with your message Solution: Tell the reporter it is inappropriate to speculate and bridge to a positive message Say: It would be inappropriate for me to speculate, but 20

21 Remember You represent your organization. You may be the first or the only voice the public hears. Review your key messages Organize your thoughts Create your agenda Focus Rehearse Relax! Don t argue with anyone who buys ink by the barrel or videotape by the case! 21