| It is important for an organization to have one or more | | | | considered your unofficial spokespersons if they must |
| spokespeople who are experienced and can stay | | | | be asked questions. These are the people who will |
| calm when communicating during a crisis. Crisis | | | | adhere to what you tell them to say. In crisis |
| communication is how people know what is going on | | | | communication, it is important to stay sensitive to |
| and it is very important when it comes to public | | | | various pieces of information that could cause an even |
| relations. This is why it is important to have an | | | | bigger issue. |
| adequate number of spokespeople for your | | | | - A rumor-control system should be put in place. This |
| organization because sometimes it isn't sufficient | | | | means that the system must be up and running, |
| enough to have just one person doing the talking. It | | | | allowing others to ask questions and get immediate |
| looks better on the public relations side of things if you | | | | answers before they begin communicating their |
| have more than one who are both on the same page | | | | speculations with others. What starts out as a question |
| and can effectively speak to the media and people on | | | | soon becomes fact when it is passed from |
| a face-to-face basis. | | | | person-to-person. This can cause a situation to |
| There are several things that must be done in crisis | | | | become much more difficult. Rumors result in new |
| communication. It isn't just a matter of looking at the | | | | issues that must be given attention. This can take |
| situation and coming up with a response within five | | | | attention away from the issue at hand. |
| minutes. To give a proper response, it is important to | | | | Just make sure that those on the inside know exactly |
| evaluate the situation and follow a certain set of rules | | | | what is going on because they are just as important |
| to make sure the public gets the adequate information. | | | | as those on the outside wanting to know what the |
| These steps are: | | | | crisis is, how it is going to impact them, and how to |
| - Developing and delivering at least three key points | | | | rectify the situation. It is even fair to develop key |
| about the situation. These messages must be relayed | | | | messages for employees, but to have key messages |
| in such a way that everyone can understand what is | | | | that are used for those on the outside as well. It is |
| being said. Sometimes these messages do not have | | | | important to implement a system and a strategy that |
| to be anything extensive, depending on the situation. | | | | will not cause any type of mass panic, depending on |
| Such an example is when a company is going through | | | | the situation. Sometimes those situations are limited to |
| a lawsuit. Most companies do not allow commenting | | | | a company and other times they can influence an |
| on pending litigation, so the spokesperson may simply | | | | entire population. |
| say, "no comment." | | | | Just be sure to not jump the gun. Instead, develop |
| - Make sure that all employees are up-to-date on | | | | strategies that will relay the message effectively. Both |
| what is going on. This creates consistency and allows | | | | inside and outside communication go hand-in-hand in |
| for adequate response for various situations that may | | | | order for things to run smoothly. This shows that crisis |
| arise during a crisis. Many times this interaction should | | | | communication in public relations is very important |
| take place face-to-face instead of in a memo. | | | | when ensuring the safety of people, their affairs, and |
| - Make sure you identify who can be trusted with | | | | of those directly involved with the situation. |
| information and who cannot be. These can be | | | | |