search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
C


hoosing the right


spokesperson to represent your organisation in a crisis is critical to maintaining its reputation and future viability.


When BP’s former CEO, Tony Hayward, made his infamous comment about the Deepwater Horizon oil spill, he not only became one of the most vilified men in the USA, his responses have gone down in PR history as the classic example of how NOT to respond to a crisis.


His poor crisis leadership and apparent disregard of the scale of the disaster – “tiny in relation to the total water volume”; the catastrophic impact on the environment and wildlife – “very modest”; for the eleven workers who lost their lives – “There’s no one who wants this thing over more than I do; I’d like my life back”; and playing the blame game – “Well, it wasn't our accident”, impressed no one – least of all victims, their families and stakeholders. Nine years on and BP estimates costs of nearly US$65 billion in legal fees, clean-up and settlements.


Whilst the scale of the disaster was unprecedented, Mr Hayward is not the first – and certainly won’t be the last – spokesperson to make mistakes when speaking during a


resolve the crisis. The secret to this is to think about what they would want to know if they or a loved one were affected by the crisis


and to put people first.


Key to this is the ability to be concise, speak clearly and steer away from jargon and language that sounds too corporate. It’s important to remember who they are speaking to – and it’s not the media, who are just the messengers.


crisis. In nearly all cases they weren’t prepared, didn’t stick to agreed messages, showed very little empathy for those affected and ultimately, cost their organisation money.


What makes a good spokesperson?


A good spokesperson is one who can resonate with their audience whether it is staff, stakeholders or the public. They need to be at ease in front of them – albeit through a camera or microphone – and be able to demonstrate the right amount of empathy, gravitas, knowledge and reassurance to build confidence and trust in what is being done to


They need to stay calm, particularly when journalists are asking questions that can’t or shouldn’t be answered in the early stages, such as the cause of the incident and who is to blame. Part of the media’s role is to hold people to account and ask the questions their audience or readers would want answers to – particularly when tensions are high.


“There’s no one who wants this thing over more than


I do; I’d like my life back,” Tony Hayward, BP’s former CEO


DELIVERING EXCELLENCE IN www.pbhrc.co.uk The stand out HR & Employment


Law specialists at your service We specialise in


MEDIATION • EMPLOYMENT LAW • STRATEGY COMPLIANCE REVIEW • RECRUITMENT PROJECT WORK• ADMINISTRATION contact us today paul@pbhrc.co.uk


28 © CI TY S ECUR I TY MAGAZ INE – WINT E R 2 0 1 9 Advertisements


& fire detection Automatic Sprinkler Systems Foam Systems • Fire Pumps Dry & Wet Risers Watermist


fire protection


Fire Detection & Alarms Gas Suppression


Service & Maintenance


ASK FOR A FREE QUOTATION For a free quotation use this code CSM70


0121 421 9502


adminsales@hkfire.co.uk www.hkfire.co.uk


Hall & Kay are a fully approved and certified LPS 1048/1204/1014 fire system installer and maintenance contractor assessed to ISO 9001


Actions don’t


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36