Summer 2017
If you’re using tools like social media and your website, make sure someone on your response team has the necessary access (passwords!) to make and publish updates. This may include remote access to your email system and website – make sure you’ve tested these capabilities thoroughly.
Once you’ve identified the audiences, think about how they receive their information. Is it most effective to talk to your employees at shift changes? Is there a large population in your community that doesn’t speak English? If you’re post-hurricane and there’s no power, would you consider posting flyers in neighborhoods? How does social media help or hurt you? And don’t forget that everything you write or email will likely be a public record at some point. If you’re using tools like social media and your website, make sure someone on your response team has the necessary access (passwords!) to make and publish updates. This may include remote access to your email system and website – make sure you’ve tested these capabilities thoroughly.
Once you’ve considered all of the options, create a specific plan with all of your communication tools and how each one will be used. This is also the point where you identify your main spokesperson. It may be the Chief, it may be the PIO – it can be anyone as long as they are viewed as someone with knowledge, competency and authority. Subject matter experts can help the main spokesperson along the way, but the spokesperson is in charge of delivering all con- tent to all audiences.
Many people think that once the plan has been drafted, they’re all set. This, unfortunately, couldn’t be further from the truth. Sure, you could probably take the plan out for the first time when a crisis breaks and hopefully, it’ll be just what you need. But why leave it to chance? Crisis communication plans are most effective when they are practiced re- peatedly, for a number of reasons. First, you have a much higher chance for success with the plan if you are familiar with it. During a crisis, you’re under stress and have too many things on your mind. Having a familiar plan to follow will help remove any uncertainty over which actions will be best. It’s also possible your plan has gaps in it or misses some- thing big. It’s better to find that out during a practice run than a real live disaster. Your spokesperson should also complete media training if they are not used to speaking with the media. Stress can make people appear hostile or defensive, even if they haven’t done anything wrong. Practice interviews will help your spokesperson gain confidence, identify pitfalls and develop a commanding, trustworthy presence. During this training, it’s a good idea to brainstorm questions you are likely to be asked in a specific situation. You’ll be able to identify many standard questions and prepare generic answers that can be updated or personalized when a situation actually hap- pens. For example, if you have an officer-involved shooting, media will likely ask how long the officer has been with the department, if they have any past disciplinary actions in their file, if a copy of their personnel file is available, what their status is (admin leave without pay, desk duty, etc.), whether the victim has a criminal record, etc. If you work out potential questions and answers in advance, you (and your spokesperson) will have an opportunity to practice reasona- ble, measured responses.
Once your plan has been drafted, practiced and updated, make sure every member of your response team has a copy of the plan and the resources they need to carry out their responsibilities with them at all times. Unfortunately, you never know when a crisis will hit but if you have a plan you know and trust, weathering the storm may be a little gentler.
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