Crisis and emergency media management media plan What media plan?

Recent research has shown that 12% of Australian companies and 39% of boards do not have contingency plans to deal with an emergency or crisis event. 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 to deal with them can turn even the most comprehensive plans into chaos.

For example, in the crisis and emergency media management workshops that I teach, I give the following two examples to highlight why a plan for dealing with the media should be an integral pillar of any risk management plan.

Example one is when a fatal accident occurs at a workplace and before the organization can reach a family member, a well-meaning colleague is calling the local radio station dedicating a song and naming the recently deceased co-worker.

This illustrates the importance of having a media crisis plan first and then communicating it internally to all employees. It should be 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 flows to the media through informal channels.

A sick baby is taken to the emergency room of a busy hospital. The baby receives the wrong dose of a drug, relapses, and later dies.

A nurse working in the emergency room the night the baby is admitted is studying journalism part-time and tells a fellow student about the incident. The fellow student works in an important newspaper and tells the editor. The next day is front page news.

How do you anticipate a possible 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.

Understanding 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 your 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 times when you are in a crisis situation, the story will have strong informational value. The challenge will not be so much to get media coverage, but to manage both the media and the message.

Also in a crisis situation, the story can unfold and continue. Journalists will seek new angles and developments to “keep the story alive.” The challenge here is to continue to provide accurate and timely information at all times.

Improve the performance of your media during a crisis.

When the story breaks out, it is important to develop good relationships 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 large cyanide spill in Eastern Europe highlights the dangers of appearing in the media unprepared.

The visuals were powerful. Huge fish face up in the river taken out by the locals with forks. It’s hard to fight these emotional images.

But the company was not very smart in thinking about and managing the visual image they wanted to portray. The general manager of mining was interviewed in a 5-star hotel room and was immaculately dressed in a suit and tie.

Even if you didn’t hear what he was saying, the visual message was to be aloof, nonchalant, and aloof.

They lost a golden opportunity to do the interview at the scene of the spill, with their sleeves rolled up and giving the impression of doing something about the situation and being in control.

In fact, the image simply reinforced typical community perceptions that the mining industry is making huge profits while being dirty, dangerous and environmentally unhealthy.

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 facts. For example, who are the people involved, what are the circumstances, and what is the latest information?

He also acts decisively. A crisis is not the time to hesitate. Get as much information to the media as possible as quickly as possible. If you do not take control of the information, the media will look to other sources to provide a “sound snippet” or a “news snapshot” and these may not be accurate or reliable contacts.

Often times, in a crisis, rumors, emotions, and incorrect information can quickly fill the information gap. Continually update the media as information becomes available.

When presenting and planning your response in the media, think about the target audience and the words that will put them at ease. Get involved and take a “hands on” approach. Conduct television interviews on the spot rather than in a comfortable office away from the crisis and the audience.

Know how to use control sentences to present your agenda. Be diplomatic, confident, and avoid getting angry at journalists.

Ten Tips for Managing the Media During a Crisis

From my experience as a reporter, presenter, executive producer, and manager, I now advise and train organizations on how to handle the media during a crisis.

Here are 10 tips that I consider essential:

1. Plan ahead for a crisis.

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 Topic, Be Prepared, Relax) to perform at your best.

10. Seek professional help.