Recent research has shown that 12% of Australian businesses and 39% of councils have no contingency plans to deal with an emergency or crisis. Of those who do have plans, I wonder how many have an effective strategy for dealing with the media?
During a crisis, the media plays an important role in informing the community of what is happening.
But not maintaining good relations with the media and not having a plan for dealing with them can turn even the most comprehensive plans into chaos.
For example, in the emergency and crisis media management workshops that I lead, I give the following two examples to highlight why a plan for dealing with the media should be an integral element of any risk management plan.
Example one is when a fatal workplace accident occurs and before the organization can contact the next of kin, a well-meaning colleague calls the local radio station dedicating a song and naming the recently deceased co-worker.
This illustrates the importance of first having a media crisis plan and then internally communicating this plan to all employees. It should be made clear that during a crisis all contact with the media should be through one or two official spokespersons.
The second example illustrates how information often reaches the media through informal channels.
A sick baby is brought to the emergency room of a busy hospital. The baby receives an incorrect dose of a drug, relapses, and later dies.
A nurse working in the ER the night the baby is admitted is studying journalism part-time and tells a fellow student about the incident. The fellow student works at a major newspaper and tells the editor. The next day it’s front-page news.
How do you anticipate a potential disaster in circumstances like these?
The most important tactic is to have a media plan and understand the requirements of different media during a crisis or high-risk event.
Understand different media tools?
In an emergency or crisis situation, there are a variety of media tools available to the manager. Often the best way to get his message across to the wider community is to use the media with the widest possible audience. The most immediate are the radio news bulletins, followed by the television news and then the newspapers.
Often when you find yourself in a crisis situation, the story will have great news value. The challenge will not be so much getting media coverage, but managing both the media and the message.
Also in a crisis situation, the story can unfold and continue. Journalists will look for new angles and developments to “keep history alive.” Here the challenge is to continue providing accurate and timely information at all times.
Improve media performance during a crisis.
When the news breaks, it is important to develop good relations with the media and manage the way the message is communicated.
For example, Nine Network’s 60-minute coverage of the Australian mining company at the center of the major cyanide spill in Eastern Europe highlights the dangers of appearing in the unprepared media.
The visual images were powerful. Huge fish belly up in the river that the locals pull out with pitchforks. It’s hard to combat these emotional images.
But the company was not very smart when it came to thinking and managing the visual image they wanted to convey. The mining CEO was interviewed in a 5-star hotel room and was impeccably dressed in a suit and tie.
Even if you didn’t hear what he was saying, the visual message was to be aloof, uncaring, and remote.
They missed a golden opportunity to do the interview at the spill site, with their sleeves rolled up and appearing to be doing something about the situation and in control.
In fact, the image simply reinforced typical community perceptions that the mining industry reaps huge profits while being dirty, dangerous, and environmentally damaging.
The keys to performing well in such a situation are planning and preparation. When a crisis occurs, know the exact status of the crisis and all the available data. For example, who are the people involved, what are the circumstances, and what is the latest information?
Also act decisively. A crisis is not a time to waver. Get as much information to the media as quickly as possible. If you do not take control of the information, the media will look to other sources to provide a ‘sound clip’ or ‘news capture’ and these may not be accurate or reliable contacts.
Often in a crisis, rumors, emotions, and misinformation can quickly fill the information gap. Continually update the media as information becomes available.
When presenting and planning your response to the media, think about your target audience and the words that will put them at ease. Get involved and take a ‘hands on’ approach. Conduct TV interviews on location rather than in a comfortable office away from the crisis and the audience.
Know how to use control phrases to present your agenda. Be diplomatic, confident and refrain from getting angry with journalists.
10 Tips for Managing the Media During a Crisis
From my experience as a reporter, presenter, executive producer, and manager, I now advise and coach organizations on how to manage the media during a crisis.
Here are 10 tips that I consider essential:
1. Plan for a crisis in advance.
2. Clarify your communication goals.
3. Determine your spokesperson and test your skills before a crisis.
4. Identify the best communication channels.
5. What is your key message?
6. Stick to the facts. Show empathy with those affected.
7. Develop an open and honest relationship with the media, avoid “No Comment” and be proactive.
8. Build your case.
9. Use the Three Golden Rules (Know Your Subject, Be Prepared, Relax) to perform at your best.
10. Seek professional help.
© 2001 Thomas Murrell 8M Media and Communications