Engaging Media in a Crisis

21st Apr 11

When a crisis happens the media will be there reporting it.

Your overriding communication challenge is to show you are the best source of information.

Treating media as the enemy or blocking them won't stop them reporting, it will make them hostile. Share market analysis shows organisations which communicate well are best placed to weather the storm, and some simple rules will help.

1. Tell the truth, tell it early, tell it often. Right from the start show that you are willing to communicate. Get a statement out there within 15 minutes of the crisis. Brief media on what you do know and keep reminding them of the core facts. Without trying to 'spin', keep pumping out relevant information and updates.
2. Pick the panic. Work out what people are worried about, even if it's irrational, and address those concerns. Forget the technical aspects of the crisis, focus on the emotions.
3. Apologise and keep apologising. A well crafted and sincere apology shows you 'get it' and gives you the right to speak. Lawyers will try to stop you but you can acknowledge the public's concern without creating a legal liability.
4. Respect the media's role as part of the solution, they are not your enemies. Work with journalists to get critical information to your stakeholders, they are after a story, not a scalp.
5. Plan for the inevitable. 83% of organisations will face a crisis and it will wipe up to 30% off the bottom line. A crisis plan is an essential investment.
6. Develop credible, agile spokespeople. Communicating to the media in a crisis is one of the toughest challenges a leader will face, but it is part of the job description. Get the tools you need before you need them.
7. Don't play the blame game and never blame the victim. It always backfires and makes you look bad. Focus on your reputation and being part of the solution.

This article first appeared in the PRIA special edition on Risk and Crisis management.

Contact us about our crisis media skills workshops and executive coaching.