MY SPECIALIZATIONS

CRISIS MANAGEMENT

Think on your feet during a crisis

Introduction

The spokesperson gives the human form to the company in a crisis. One area of control that must be exerted by the organization's corporate communications head to insist that its spokespersons be trained because we know that few think they are born. No one should represent the entire organization unless he or she has invested time and energy in developing the skills of an effective spokesperson. It is not about the colour of a tie or scarf one wears on television, but the ability to effectively connect with the audience, either through the media or in person.

HODs must know principles of crisis and emergency risk communication. They should play a role in developing messages/writing press releases so they can "own" them and deliver them well for more trust, credibility and long-term leadership.

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AGENDA/ COURSE SCHEDULE

9 am    Introduction

9.30pm Ambush Interview

10.00 a.m.                           When the Media Calls: What Do I Say?

·         What do I do?

·         Where do I say it?

·         When do I say anything?

·         Who do I speak to?

·         How do I say what I want to say?

·         Role Play

10.45 a.m.                           Break

11.00 a.m.                           Practical media interview

·         Understand interview objectives and key messages

·         Anticipate questions

·         Experience through role play

·         Apply tips learned

·         Learn the Do's and Dont's

Role Play Press Conference

11.30 a.m.                           Understanding The Media

How the malaysian media works?  What are their expectations?

·         Media conference

·         One-on-one interview

·         Ambush interview

·         Telephone interview

·         Handling media questions

·         Answering tricky questions

·         Coping with hostile media

·         No "off the cut" responses

·         How to get positive publicity

12 NOON   Press Release Writing (practical writing exercise)

1.00 p.m.                            Lunch

            Working lunch – view video examples/ Critique

2.00pm     Interview: Off-the-Wall/Hard-nosed interview – role-playing,

3.00pm    Individual interviews with participants  by reporter on camera

4.00 pm Replay interviews and group critique

4.30pm     Review/ Participants Recall

Summary: Participants recall key points 

 5.00pm     Workshop concludes/ Evaluation.

Ends

In this media interview situation, the “reporter” tries to catch the spokesperson off-guard, asking unrelated questions; and to ‘bully’ the spokesperson by being relentless and single-minded in looking for an answer to the unanswerable questions.  Each interview lasts about four minutes.

                            (REFER TO CRISIS SITUATIONS IN MH370 BOOK: FLYING THROUGH CRISIS)

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Role of Spokesperson In An Emergency

It is the task of the spokesperson to do the following.

• Take your organization from an "it" to a "we".

• Build trust and credibility for the organization.

• Remove the psychological barriers within the audience.

• Gain support for the public health response.

• Ultimately, reduce the incidence of illness, injury, and death by getting it right.

Recommendations For Spokespersons

Spokespersons should remember the following.

• Do not over reassure.

• Acknowledge uncertainty.

• Express that a process is in place to learn more.

• Give anticipatory guidance.

• Be regretful, not defensive.

• Acknowledge people's fears.

• Acknowledge the shared misery.

• Express wishes, "I wish we knew more."

• Stop trying to allay panic (Panic is much less common than we imagine).

At some point, be willing to address the "what if" questions. These are questions that every person is thinking about and for which they want expert answers. If the "what if" could happen and people need to be emotionally prepared for it, it is reasonable to answer this type of question. If you do not answer the "what if" questions, someone with much less at stake regarding the outcome of the response will answer these questions for you. If you are not prepared to answer the "what if" questions, you lose credibility and the opportunity to frame the "what if" questions with reason and valid recommendations.

General recommendations for spokespersons in all settings:

• Know your organization's policies about the release of information.

• Stay within the scope of your responsibilities. Unless you are authorized to speak for the entire organization or a higher headquarters, do not do it.

• Do not answer questions that are not within the scope of your organizational responsibility.

• Tell the truth. Be as upfront as possible.

• Follow up on issues.

• Use visuals when possible.

• Illustrate a point through examples, stories, and analogies. Ensure that they help you make your point and do not minimize or exaggerate your message. Test the stories on a small group first.

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