Crisis Communications: After 9/11Crisis Communications: After 9/11

ALA Annual Conference—

Atlanta, GA

June 15, 2002Presented by Bryan Specht, Director, Weber Shandwick Global Crisis Management

Who are we?Who are we?

Weber Shandwick, a unit of The Interpublic Weber Shandwick, a unit of The Interpublic Group of Companies is the world's largest Group of Companies is the world's largest strategic communications agency, with strategic communications agency, with offices in major media, business, and offices in major media, business, and government capitals around the world.government capitals around the world.

Our Objective TodayOur Objective Today

To learn how to identify a crisis and communicate To learn how to identify a crisis and communicate effectively in order to better manage the situation effectively in order to better manage the situation and also survive with your library’s (and perhaps and also survive with your library’s (and perhaps your industry’s) reputation intact.your industry’s) reputation intact.

Today’s AgendaToday’s Agenda

1. What is a crisis? 1. What is a crisis?

2. Classic examples and case studies. 2. Classic examples and case studies.

3. Smart crisis management. 3. Smart crisis management.

4. Preparation pays.4. Preparation pays.

5. What September 11th has shown us. 5. What September 11th has shown us.

6. Audience examples of crisis cases for discussion. 6. Audience examples of crisis cases for discussion.

7. Questions and answers.7. Questions and answers.

What Is a Crisis?What Is a Crisis?

A difficult period of actual or perceived damage to an A difficult period of actual or perceived damage to an

institution, unit, individual, or brand, triggered by a sudden institution, unit, individual, or brand, triggered by a sudden

event or a rapidly developing problem. A crisis may affect event or a rapidly developing problem. A crisis may affect

safety or security, financial stability, reputation or the safety or security, financial stability, reputation or the

general ability to conduct business.general ability to conduct business.

Crisis (krī´sĭs) n., Crisis (krī´sĭs) n., “How We See It . . .”“How We See It . . .”

Crisis Management or Crisis Management or Crisis Communications?Crisis Communications?

Communications is key to crisis management:Communications is key to crisis management:

Internal - Decision making, logistical support, flow of Internal - Decision making, logistical support, flow of information, strategic planning.information, strategic planning.

External - Reaching your constituents to calm concerns External - Reaching your constituents to calm concerns or mobilize them, sharing information to gain necessary or mobilize them, sharing information to gain necessary support, demonstrating your commitment in order to support, demonstrating your commitment in order to protect your reputation.protect your reputation.

An Issue or a Crisis?An Issue or a Crisis?

Issue:Issue:

• Early warningsEarly warnings

• Sufficient time to develop strategies Sufficient time to develop strategies

• No immediate harm or disruption to businessNo immediate harm or disruption to business

An Issue or a Crisis?An Issue or a Crisis?

Crisis:Crisis:

• Imminent threat to “business as usual”Imminent threat to “business as usual”

• Imminent threat to institutionImminent threat to institution

• Media attention – either immediate or potentialMedia attention – either immediate or potential

• Possible harm to individuals or propertyPossible harm to individuals or property

You Might Be In A Crisis If . . .You Might Be In A Crisis If . . .

• Natural disasterNatural disaster

• Criminal acts - bombs, computer hacking, kidnappingCriminal acts - bombs, computer hacking, kidnapping

• Employee/Volunteer/Library User actions Employee/Volunteer/Library User actions – AccidentsAccidents– Discrimination or harassmentDiscrimination or harassment– ViolenceViolence– Violations of law or library policiesViolations of law or library policies– SabotageSabotage

You Might Be In A Crisis If . . .You Might Be In A Crisis If . . .

• Legal/government action Legal/government action –– investigations, regulations, law investigations, regulations, law enforcementenforcement

• Financial actions Financial actions –– funding, endowments, embezzlement funding, endowments, embezzlement

• Special interest group opposition Special interest group opposition –– protests, boycotts protests, boycotts

• Sudden management changes raise questions Sudden management changes raise questions

Some Signs You’re In A CrisisSome Signs You’re In A Crisis

• The media are knocking at the doorThe media are knocking at the door

• Rumors are afloatRumors are afloat

• News may leak at any timeNews may leak at any time

• The library’s reputation is potentially at stakeThe library’s reputation is potentially at stake

• Safety is a concern or lives are threatenedSafety is a concern or lives are threatened

• Opponents are vocal and even some friends are Opponents are vocal and even some friends are raising questionsraising questions

““There, but for the grace of God…”There, but for the grace of God…”

• A crisis may happen anywhere -- anytimeA crisis may happen anywhere -- anytime

• High profile libraries may be more susceptible to High profile libraries may be more susceptible to some crisessome crises

• Bad things CAN (and DO!) happen to good librariesBad things CAN (and DO!) happen to good libraries

• New threats develop regularly -- be awareNew threats develop regularly -- be aware

Classic Examples Classic Examples and Case Studies and Case Studies

Recognizable Crises: Recognizable Crises:

Airline crashes (TWA 800, Pan Am 103, AA 587)Airline crashes (TWA 800, Pan Am 103, AA 587) 1993 World Trade Center Bombing1993 World Trade Center Bombing ““Big Tobacco”Big Tobacco” Ford Firestone Recall Ford Firestone Recall Exxon ValdezExxon Valdez EnronEnron Tylenol Cyanide IncidentTylenol Cyanide Incident Monica LewinskyMonica Lewinsky

But now, of course . . .But now, of course . . .

September 11th has changed the entire September 11th has changed the entire world, and it has fundamentally and world, and it has fundamentally and permanently changed the way that we permanently changed the way that we understand and address crisis situations.understand and address crisis situations.

Good Crisis Management:Good Crisis Management:Tylenol Cyanide IncidentTylenol Cyanide Incident

• Jim Burke, Johnson & Johnson CEO - Immediately expressed Jim Burke, Johnson & Johnson CEO - Immediately expressed commitment to and concern for customerscommitment to and concern for customers

• Was not afraid to pull their products and lose sales in the short Was not afraid to pull their products and lose sales in the short term in order to protect public safetyterm in order to protect public safety

• Honesty and commitment elevated consumer trust in J&J and Honesty and commitment elevated consumer trust in J&J and the damage to the Tylenol brand was minimal (full market the damage to the Tylenol brand was minimal (full market share was restored within a year)share was restored within a year)

• Redefined the way that companies deal with concerns over Redefined the way that companies deal with concerns over public safety by taking action -- not just talkingpublic safety by taking action -- not just talking

Bad Crisis Management:Bad Crisis Management:Ford Firestone Tire RecallFord Firestone Tire Recall

• Dribbled out information - “Drip, drip, drip”Dribbled out information - “Drip, drip, drip”

• Started with a partial recallStarted with a partial recall

• Withheld important information and pointed fingersWithheld important information and pointed fingers

• Did not put the safety and security of customers first -- made Did not put the safety and security of customers first -- made litigation strategy the focuslitigation strategy the focus

• Penny-wise was truly pound foolish!Penny-wise was truly pound foolish!

The Basic Lesson . . .The Basic Lesson . . .

““Doing the right thing” is not only the socially Doing the right thing” is not only the socially and morally responsible thing to do, it is usually and morally responsible thing to do, it is usually the best thing for the long term success of your the best thing for the long term success of your business or organization.business or organization.

Smart Crisis ManagementSmart Crisis Management

Why Practice Smart Crisis Management?Why Practice Smart Crisis Management?

• Bad news travels fastBad news travels fast

• Media thrive on bad newsMedia thrive on bad news

• Preserve library reputationPreserve library reputation

• Smart crisis management is far simpler than Smart crisis management is far simpler than rebuilding a damaged reputationrebuilding a damaged reputation

The library is the best ever and I’ll believe anything they say!

I will never support the library. Those people are crazy!

Give Me the FactsAnd I’ll decide.

+ -

Most People Are Here.

The “Publics”The “Publics”

Ground Rules: Ground Rules: When It Hits the Fan...When It Hits the Fan...

• Openly and quickly share the facts with the publicOpenly and quickly share the facts with the public

• Accept responsibility when you are at faultAccept responsibility when you are at fault

• Show you careShow you care

Leadership: “The Three C’s”Leadership: “The Three C’s”

• Candor:Candor: Be honest, take necessary responsibility and Be honest, take necessary responsibility and

don’t set unreasonable expectations.don’t set unreasonable expectations.

• Concern:Concern: Concern for health and safety needs to be Concern for health and safety needs to be

foremost in responding. Show some controlled emotion foremost in responding. Show some controlled emotion

and empathy (but don’t overdo it!).and empathy (but don’t overdo it!).

• Courage:Courage: Don’t hide from the issue. A leader is not Don’t hide from the issue. A leader is not

afraid to stand up, take responsibility and get at the afraid to stand up, take responsibility and get at the

source of the problem.source of the problem.

Messages That WorkMessages That Work

• FactsFacts

• ConcernConcern

• Commitment to actionsCommitment to actions

• Specifics whenever possible or appropriateSpecifics whenever possible or appropriate

Phases of Crisis ManagementPhases of Crisis Management

• PreparationPreparation

• Incident managementIncident management

• Immediate RecoveryImmediate Recovery

• RebuildingRebuilding

It happens here.*

Keys To Navigating A CrisisKeys To Navigating A Crisis

• Consider, above all other factors, the health/safety of Consider, above all other factors, the health/safety of visitors, employees, public and communityvisitors, employees, public and community

• Gather all facts as rapidly as possibleGather all facts as rapidly as possible

• Immediately notify -- and maintain contact with -- Immediately notify -- and maintain contact with -- appropriate local authorities ( Police, Fire, etc.)appropriate local authorities ( Police, Fire, etc.)

• Have someone with a legal perspective involvedHave someone with a legal perspective involved

• Develop answers to predictable questionsDevelop answers to predictable questions

Keys To Navigating A CrisisKeys To Navigating A Crisis

• Maintain records of all proceedingsMaintain records of all proceedings

• Encourage candid discussion of solutionsEncourage candid discussion of solutions

• Communicate quickly and fully with one another and Communicate quickly and fully with one another and publicpublic

• Monitor events and adapt as necessaryMonitor events and adapt as necessary

• Lead and facilitate investigationLead and facilitate investigation

• Don’t be afraid to say “I don’t know”Don’t be afraid to say “I don’t know”

The Internet in a CrisisThe Internet in a Crisis

Your Web siteYour Web site• Add crisis news promptly Add crisis news promptly • Consider a “dark website” to activate quickly in Consider a “dark website” to activate quickly in

extreme situationsextreme situations

InternetInternet• Monitor news reports, specific sites and chat Monitor news reports, specific sites and chat

roomsrooms

• Monitor incoming e-mail closelyMonitor incoming e-mail closely

Communications Goals in a CrisisCommunications Goals in a Crisis

• Contribute to ending the crisisContribute to ending the crisis

• Protect your library’s reputationProtect your library’s reputation

• Reduce tensionReduce tension

• Demonstrate commitment to valuesDemonstrate commitment to values

• Communicate promptly and continuously to maintain Communicate promptly and continuously to maintain control of flow of informationcontrol of flow of information

Communications ProceduresCommunications Procedures

• Develop talking points/holding statementsDevelop talking points/holding statements

• Centralize incoming calls to appropriate spokespeopleCentralize incoming calls to appropriate spokespeople

• Respond as quickly as possible to media calls -- but don’t Respond as quickly as possible to media calls -- but don’t panic and don’t compromise accuracypanic and don’t compromise accuracy

• Make announcements promptly, unless special Make announcements promptly, unless special circumstances existcircumstances exist

• Communicate with each audience as directly as possibleCommunicate with each audience as directly as possible

SpokespeopleSpokespeople

• Limit number of spokespeopleLimit number of spokespeople

• Select spokespeople who have credibility with their Select spokespeople who have credibility with their corresponding audience(s)corresponding audience(s)

• Use most senior leader to take overall accountabilityUse most senior leader to take overall accountability

• Training is vital - even a quick on the spot “mock Training is vital - even a quick on the spot “mock interview” can be very helpfulinterview” can be very helpful

Some Questions to ExpectSome Questions to Expect

• What caused the incident?What caused the incident?

• What is the library procedure to handle such an What is the library procedure to handle such an incident?incident?

• Will there be an investigation?Will there be an investigation?

• What is being done to mitigate the risk?What is being done to mitigate the risk?

• Has this happened before? If so, when?Has this happened before? If so, when?

• What is the library policy on this matter?What is the library policy on this matter?

Developing your MessagesDeveloping your Messages

• Clarify your objectiveClarify your objective

• Organize your factsOrganize your facts

• Anticipate your toughest questionsAnticipate your toughest questions

• Know what you want, and Know what you want, and don’t wantdon’t want, to say, to say

• Stay focused on 2 - 3 Key Messages Stay focused on 2 - 3 Key Messages (facts, concern, commitment, action)(facts, concern, commitment, action)

• Use anecdotes, examples and illustrationsUse anecdotes, examples and illustrations

When Risk and Fear are IssuesWhen Risk and Fear are Issues

• Listen. Don’t be compelled to constantly speak.Listen. Don’t be compelled to constantly speak.

• When you do, speak clearly and with concernWhen you do, speak clearly and with concern

• Avoid unreasonable comparisons and statisticsAvoid unreasonable comparisons and statistics

• Tell what you know, what you don’t knowTell what you know, what you don’t know

• Whenever possible talk about actionsWhenever possible talk about actions

Crisis Rules to Live ByCrisis Rules to Live By

• Be part of the solution (especially if you were part of Be part of the solution (especially if you were part of the problem)the problem)

• Honesty is STILL the best policyHonesty is STILL the best policy

• And, be prepared. It can make ALL the differenceAnd, be prepared. It can make ALL the difference

Preparation PaysPreparation Pays

The Crisis Response TeamThe Crisis Response Team• Library leaderLibrary leader

• Key librarians and staffKey librarians and staff

• Trustees representativeTrustees representative

• Volunteers representativeVolunteers representative

• CommunicationsCommunications

• LegalLegal

• And make sure you are prepared to quickly reach out to And make sure you are prepared to quickly reach out to key friends and allies of the librarykey friends and allies of the library

Organize Your TeamOrganize Your Team

• Develop and maintain a comprehensive contact list Develop and maintain a comprehensive contact list for team (24 hour contact information)for team (24 hour contact information)

• Establish notification systemEstablish notification system

• Meet periodically to discuss threats and develop Meet periodically to discuss threats and develop strategiesstrategies

• Designate and train spokespersonsDesignate and train spokespersons

Identify Your AudiencesIdentify Your Audiences

• Library Users / General PublicLibrary Users / General Public

• EmployeesEmployees

• CommunityCommunity

• Government / Law EnforcementGovernment / Law Enforcement

• MediaMedia

• Any OthersAny Others

CommunicationsCommunications

• Prepare audience lists (media, stakeholders, friends)Prepare audience lists (media, stakeholders, friends)

• Reach out to media regularly and maintain key Reach out to media regularly and maintain key relationshipsrelationships

• Have your policy guidelines and institutional facts Have your policy guidelines and institutional facts updated and availableupdated and available

• Assess potential crises and draft talking points/ Assess potential crises and draft talking points/ statementsstatements

CommunicationsCommunications

• Seek opportunities to neutralize potential flash pointsSeek opportunities to neutralize potential flash points

• Monitor news for potential emerging problemsMonitor news for potential emerging problems

• Conduct drills to stay sharpConduct drills to stay sharp

Interview Lesson #1:Interview Lesson #1:YOUYOU are the teacher! are the teacher!

1) When you get the call, remember: you 1) When you get the call, remember: you have the answers; the reporter has the have the answers; the reporter has the questions. You are educating them! questions. You are educating them!

Interview Lesson #2:Interview Lesson #2:You have a bladder!You have a bladder!

2) Don’t get “steamrolled” by a reporter. You are 2) Don’t get “steamrolled” by a reporter. You are allowed to be a human being. allowed to be a human being.

Don’t take the interview on the spot. Tell them Don’t take the interview on the spot. Tell them you will call them back or ask them to email you you will call them back or ask them to email you their questions and you will get them responses. their questions and you will get them responses.

Interview Lesson #3:Interview Lesson #3:What does “on background” mean?What does “on background” mean?

3) It does not exist! There is no “off the 3) It does not exist! There is no “off the record” or “on background” or “not for record” or “on background” or “not for attribution” in a crisis. A “leak” means attribution” in a crisis. A “leak” means someone is setting someone else up. And it someone is setting someone else up. And it probably means you need probably means you need helphelp. .

Interview Lesson #4:Interview Lesson #4:Go have a beer with a reporter.Go have a beer with a reporter.

4) Knowing people in your local press who 4) Knowing people in your local press who you trust and have established a relationship you trust and have established a relationship with will be very valuable in a crisis. with will be very valuable in a crisis.

(But (But youyou are still the teacher!) are still the teacher!)

What September 11th What September 11th Has Shown UsHas Shown Us

Redefining Leadership in a Crisis:Redefining Leadership in a Crisis: Giuliani and the “Three C’s” Giuliani and the “Three C’s”

1. 1. CandorCandor - Did not make overblown promises or - Did not make overblown promises or create false expectations. No “sugar coating”.create false expectations. No “sugar coating”.

2. 2. ConcernConcern - Demonstrated his concern for the - Demonstrated his concern for the families from the first minutes until today.families from the first minutes until today.

3. 3. CourageCourage - Went straight to the front lines - Went straight to the front lines without hesitation.without hesitation.

The Top 10 Management Lessons From 9/11The Top 10 Management Lessons From 9/11

10. Communicate openly and frequently with your audiences before a 10. Communicate openly and frequently with your audiences before a crisis occurs.crisis occurs.

9. 9. Embrace “best practices.” We all can learn something from each Embrace “best practices.” We all can learn something from each and every experience.and every experience.

8. 8. Be human. You may get back to business quickly – but emotions Be human. You may get back to business quickly – but emotions will heal much more slowly.will heal much more slowly.

7. 7. Remember to salute and respect your entire team – before, during Remember to salute and respect your entire team – before, during and after a crisis – they are your strength.and after a crisis – they are your strength.

6. 6. Back up information daily – and also keep important backups Back up information daily – and also keep important backups offsite.offsite.

The Top 10 Management Lessons From 9/11The Top 10 Management Lessons From 9/11

5. 5. Assign “ownership” over crisis management.Assign “ownership” over crisis management.

4. 4. Simulate and train regularly.Simulate and train regularly.

3. 3. Have a plan in place – keep it brief and keep it current.Have a plan in place – keep it brief and keep it current.

2. 2. Listen for early warnings – and check them out.Listen for early warnings – and check them out.

1. Prepare for the unthinkable: It may happen.1. Prepare for the unthinkable: It may happen.

Audience Case Audience Case Studies for DiscussionStudies for Discussion

Questions and Questions and AnswersAnswers

Crisis Communications: After 9/11

Atlanta, Georgia

June 15, 2002