So are you ready for the invasion? No, not in some far-flung country but far closer to home. Two...
“What’s it like – you know, in a newsroom when a big story breaks?”
If I had a pound for every time someone has asked me this, I would be a billionaire! This is normally followed by questions like; “How does a newsroom roll into action?, What’s the carefully-crafted plan for this kind of event.?”
Well, I have to say that this is the point where I start to laugh uncontrollably – a plan?! Newsrooms never have a plan. When a big story breaks it’s all hands on deck. Whoever happens to be on that particular day, they have to deal with it. Much shouting and chaos then normally ensues until the newsdesk can finally establish who, what, where and why.
So you see the media are just as much in chaos as you when it comes to dealing with a crisis. You will have time (albeit limited) when you can check your facts, find a spokesperson and prepare a statement. It doesn’t always have to be that you are always on the back foot. However, remember there are more media than ever and the demands of 24-hour news and the internet mean that responses are needed faster than ever. Plus, nowadays there are increasing concerns driven by media and special interest groups over ethics, the environment, safety, equality and other issues which are increasing the pressure for institutional accountability. We are in an age of activism, with more than one thousand single-issue groups and this has created an expectation that organisations will behave in a more caring, open and responsible way. Therefore a crisis communications strategy is essential to any organisation, this will make sure that everyone knows what their role is, who should be speaking to the media (and more importantly) who shouldn’t and how to get the right information out there as quickly as possible. So here are a few pointers to mull over your regular morning latte…
Communicate in language that relates to the public and alleviates their anxiety
Establish your commitment to contain and control the source of the anxiety
Anticipate the problem or crisis: Analyse the issues, recommend a position for your organisation on them; identify in advance the most effective person to advance this position and build relationships with those who will play a role in any debate surrounding the issues (specialist journalists, industry experts, etc)
When the problem is raised: Understand the public view, make your case clearly and simply, find out who you’re up against and how they’re likely to behave, work with the media and make sure your spokespeople’s messages are consistent. Explain the procedures you have in place to make things safe – they may be obvious to you, but may not be to the journalist / public.
When working with the media: establish contact with key journalists, ensure your spokespeople are available, issue statements, hold media briefings, write letters to specialist publications and consider by-lined articles in the trade press.
Monitor coverage and challenge anything seriously inaccurate
Remember: perception is as important as reality. To create the right perception bring in your Chief Executive early. Focus on how s/he/the organisation feels about an issue and what action is being taken. Establish a single, authoritative source of information.
So there you have it , there is no need for you to run up and down the office screaming “don’t panic”. With a well thought-out plan you can remain (relatively) calm and spare a thought for the poor News Editor with his head in his hands muttering “Why me, why me?!”
Sharon
