中国风蓝色

• Get the facts out quickly and demonstrate your
• cooperation with outside sources
• Shape the way your message is interpreted by
• employees, the media and the public
•
reporters will get a version elsewhere.
•
Tell the truth. The truth is the facts as you know them. If
•
you don’t know, or only have an opinion, reserve
•
Crisis Communications Policy and Plan, Crisis Communication Team Crisis Communications Manager (CCM) Communicate
Crisis Communications
• Take charge quickly:
•
understand the circumstances
•
define the problem
•
evaluate options
•
move decisively
•
eliminate the root cause of trouble
•
preempt a recurrence
•
fix the problem
• Do not speculate • Information involving employee injuries or casualties • must be provided to family members or next of kin prior • to notification the media • Estimates involving the extent of property damage, loss • or loss of life should be given to the media only when • estimates have been properly substantiated • Prepare a written press statement, if necessary • Make the media aware that you want to be helpful and • cooperative in meeting their needs • Schedule additional updates on the crisis situation for • employees and for the press
•
planning to make things right.
•
Get into liability issues.
Do not talk about who is
•
responsible, do not make any accusations, and do not give
•
out company or individual names.
Talk. Saying little is better than saying noth you can’t talk is better than stonewalling. If you want
•
your side of the story told, you must tell it. If you don’t,
•
leave the microphone in your face hoping for you to say
•
more. This is an uncomfortable moment, even for pros, but
•
if you are silent, you won’t slip.
•
• Make sure the reporters know who the Spokesperson
•
is. The corporate Spokesperson should be the only one
•
authorized to disseminate information to the public.
• Respond quickly. If you hesitate, the wrong story may be
•
told and that is tough to erase.
• Emphasize the positive. Always communicate your
•
corporate message.
• Follow up. schedule
Issue a written statement and/or
•
another session with the media.
• Don’t:
•
Say anything off-the-record. There is no such thing
•
when dealing with the media.
answering till more facts are known. You don’t need to
•
volunteer information that hasn’t been asked for, unless it
•
is appropriate to the situation.
• Do’s:
• Crisis Communications
• Communications during a crisis must be calm, organized and • factual • Establish a predetermined crisis management center, i.e., the • EOC • Establish telephone-answering procedures for directing • media, emergency and other calls • Establish an internal system for contacting company • employees • Maintain telephone and mailing lists of key media contacts • If necessary, highlight your successes, i.e., your safety record • Act FAST - The media will mobilize quickly - you should too • Notify security and local fire and police authorities (if the • situation warrants) • Be certain that employees know who the authorized • spokesperson is, so that they may refer inquiries
Whatever you say may
•
become part of a legal issue, so be as general as possible.
• Don’t:
•
Be trapped into predicting the future.
If the situation is
•
complex and will take days to determine the full extent of
•
the damage, tell reporters that the company will resume
•
full work on the project as soon as possible.
•
Fall for the “stall” technique. A reporter’s trick is to
Let a reporter reinterpret what you’ve said in a
•
subsequent question.
Correct the question before you
•
attempt to answer.
•
Wear sunglasses or dark glasses when being
Remember, a crisis situation will be of interest to many key public interests, including:
Management and Employees and Families
News media Site neighbors Community leaders Elected officials Government agencies Customers, suppliers, vendors Financial community Stockholders
• Do’s and Don’ts
•
When Dealing With the Media
• Do’s:
•
Offer Sympathy.
If the incident caused injury or death, be
•
sure to offer sincere sympathy first.