| In some cases an incident or crisis can be averted if | | | | with and is there an order of communication? You will |
| an early warning system is in place. If you know that | | | | need to think wider than customers. Will local interest |
| something is brewing then you have the time to ensure | | | | groups be affected, staff? Do you need to keep |
| that the key people are up-to-date with the relevant | | | | specific types of organisations involved, particularly if |
| information. You can also prepare communications | | | | they may be approached for comment by the press |
| materials, such as a 'holding statement', to be used | | | | and media? |
| should information about the incident come into the | | | | Messages - what are the messages that you need to |
| public domain. | | | | get across to your audiences? |
| Whether you know that an incident is imminent, or not, | | | | Plan - what action do you need to take? If what has |
| the steps you take in handling it will mostly be the | | | | happened affects safety, or puts customers at risk in |
| same. Obviously, if the crisis comes as out of the blue | | | | any way, then you need to consider being proactive in |
| then you have less time to gather your thoughts and | | | | your communication. Your plan should also detail how |
| relevant materials - that is why a crisis plan is such a | | | | audiences should be communicated with - the different |
| useful document as you will have a great deal of | | | | methods to use and who will be responsible for |
| information and materials already at your finger tips. | | | | undertaking those tasks. If staff need to be |
| There are a number of stages in handling your crisis | | | | communicated with then think through what is most |
| PR and you need to work through each: | | | | appropriate - face-to-face, team meetings, special |
| Situation analysis, the story - you need to be clear on | | | | meeting, email etc. |
| what has actually happened. It's important to get the | | | | Briefing material - you need to pull together the |
| facts from the people that know. If at all possible avoid | | | | relevant briefing material to support your |
| getting the story third hand as it will, inevitably, change | | | | communication: backgrounder on the company; a |
| with interpretation. It's important to discuss the matter | | | | statement; questions and answers - you should |
| with everyone involved in the incident to determine | | | | prepare for the likely, as well as the most difficult, |
| what has happened - the chronological order of | | | | questions. |
| events, the pure facts. The last thing you want is | | | | Spokespeople - are they prepared and briefed to |
| disagreement about the facts when you are about to | | | | handle press and media interest? Consider whether |
| issue a statement. This may change and be updated | | | | rehearsing would be useful. |
| as facts emerge - someone needs to take ownership | | | | Contact list - details for anyone you may need to |
| of capturing this information. It can often take some | | | | communicate with. |
| time to pin down the information but it's important that | | | | Remember, once a crisis becomes public then the |
| everyone involved in dealing with the incident signs up | | | | press and media will only be interested in who is to |
| to 'the story' and is clear about what has happened. | | | | blame. Never lie or try and deceive the press and |
| Line of fire - you need to identify your areas of | | | | media, the public or other key audiences about what |
| responsibility and whether the company can be | | | | has happened. If something has gone wrong then |
| attacked for anything that it has done, or failed to do. | | | | accept the blame and then demonstrate what you are |
| Ask yourself, who is to blame? | | | | doing to put the situation right and ensure it does not |
| Defense - how can you defend yourself from attack? | | | | happen again. The health and safety of your |
| What processes, procedures are in place to ensure | | | | customers, staff and anyone else affected by what |
| that as a business you have adhered to standards, | | | | has happened must be your number one priority - |
| regulations, procedures, fulfilled your responsibilities etc. | | | | keep that in mind at all times. |
| Audiences - who is it that you need to communicate | | | | |