Pierpont Communications, Inc.

A couple weeks ago, a sharp panel of seasoned pros offered their wisdom and shared their experiences with a group hungry to learn how to handle a crisis communications situation. Co-sponsored by Pierpont and PRNewswire, about 75 professionals attended the luncheon on September 23 in Dallas.

 

Craig Vanbebber, the panelist from Lockheed Martin, offered his insight from managing true crises, such as the parts manufactured by Lockheed on the space shuttle Colombia that blew up over Texas upon reentry in 2003. He also talked about other unforeseen crises, including a non-burning Lockheed building that had large plumes of black smoke captured by swirling television helicopters. “In times of crisis, the communications person needs to have the most information – often more than even the CEO,” Vanbebber offered.

 

Southwest Airlines’ Brandy King walked through a day in the life when a story about a “hole” in one of their airplanes blew out of proportion within a matter of about 45 minutes via social media. “We have more than a million Twitter followers, and you need to build this base of influence in non-crisis times as you will need them when a crisis hits,” said King. She also shared that “no comment” was not an option. “Imagine coming home last one night and your spouse asking your whereabouts. How would ‘no comment’ go over then?”

 

Allen Manning, assignments editor for KTVT-CBS 11, offered key kernels of wisdom on how to handle reporters in times of crisis. “The worst thing you can do to a reporter is go silent,” Manning advised. “Nothing irritates the news media more than not being able to get the information we need when we need it.”

 

From PR Newswire’s perspective, Michael Pranikoff touted the company’s ability to help disseminate digital news releases, photos and videos electronically to support a company’s effort to manage a crisis and the company’s message.

 

Overall, everyone walked away with some great tips to prepare for and manage both the obvious crises and the unexpected ones too. So what can you take aware from these professionals’ experience? A lot! Here are my quick tips to help:

 

 

•          A one page message platform about the crisis

•          Three to five sentence drawer statement that includes key messages you want remembered

•          A press release about the crisis that gives all the facts and figures that may be relevant

•          Relevant facts, figures and case studies FAQs that outline major objections

•          A list of key influencers/reporters

•          Spokespeople identified

•          A pipeline of positive news pieces

 

 

·         Identify your “friends” and other advocates

–        Pull them close and educate them on the pending situation

–        Secure their commitment to speak on your behalf once the crisis hits

–        Share with them FAQs and bridging responses to tough questions

–        Ensure they are comfortable delivering the key messages

·         Flood the market with as much positive news and thought leadership as possible

·         Practice bridging techniques with spokespeople using harsh and leading questions, so they are not caught off guard

·         Gather factual information rich in statistics, case studies and other material to give to influentials

·         Ensure your positive press releases are written, edited, approved and ready to drop when they are needed

·         Distract influentials with positive storylines they can work on instead

 

·         Respond as quickly as possible to inquiries

·         Be as gracious and infectiously charming as possible

·         Play on the influential’s need to be “fair” and “objective”

·         Realize the story may begin negative but flip to the positive – that is good

·         Find out the timing of the story and align a positive news piece to add confusion to any negative stories

·         Communicate often and with as much information as you can; people abhor vacuums of information and will fill them with assumptions if you are not forthcoming with the facts

 

·         Do not let the influential see you sweat

·         Bridge responses to your positive key messages

·         Connect the influential with a friend or advocate

·         Prepare friends with potential influential questions

·         “Bear hug” the negative source

 

No business wants to face a crisis, but many do at some point. These tips will help you stay afloat and moving forward.