It’s not if crisis will strike, but when

Register now for this FREE webinar.

In Washington politics, there’s a new PR crisis to deal with every day. Of course, even in D.C. no one can predict when a crisis will strike, but they can prepare for one.

Actually, it’s the only thing they can do. And you should do the same.

Find out how you can use classic D.C. crisis communications skills at your organization at Ragan’s Crisis Management Webinar on Wednesday, Nov. 13, 2–3:00 p.m. Eastern time.

This FREE webinar, sponsored by Signal, is led by Scott Overland of Pearson, a communicator with more than 13 years of experience advising elected officials and handling comms for major corporations.

You will learn:

  • How to create a working communications strategy for both ongoing initiatives and potential crises
  • What politics can teach you about your private sector communications
  • How to keep day-to-day operations running smoothly while undergoing a crisis
  • How communicators can embrace key political strategies while mitigating a crisis

Get the techniques you need to help your organization hope for the best but prep for the worst. Register for this can’t-miss webinar today.

You’ll also get access to all presentation slides and handouts, plus an on-demand recording for six months.

Sign up for the free webinar, and tune in with us Nov. 13.

COMMENT

One Response to “It’s not if crisis will strike, but when”

    Ronald N. Levy says:

    What can make you a winner when it happens is not a PR superstar move but PR discipline and a PR plan.

    PR DISCIPLINE is to resist management’s temptation to argue what’s “fair.” Management almost always wants to argue that it’s “not fair” to ask for comment while management is still trying to find out details of what happened, “not fair” of media to ask why management didn’t prevent the trouble, “not fair” to ask whether management puts profits ahead of people, and on and on.

    It could get you fired on the spot to tell management in a crisis that “the media and most people don’t give a damn what you think is fair.” So your emergency plan should make this clear to management in advance of any trouble.

    YOUR PR PLAN should be:

    .1. To report, even before media ask, that you “can’t wait” to get more information you can announce. This makes clear that you’re not ducking revelation but eager for it as soon as you can get reliable facts, the truth.

    .2. Don’t apologize and arrange in advance that management shouldn’t apologize because an apology can sound like an admission of fault which you may not be! Also admitting fault could make your general counsel shout “FIRE that asshole!” An expression of heartfelt regret, no apology, is always good followed by repetition that you can’t wait to get more facts you can give the media.

    .3. Recognize now in advance (and counsel management) that most crises results from a question of whether your people (a) endangered the public, (b) cost the public too much money, or (c) were unfair to the public as by harassment or discrimination. So you should have three files—words, pictures and film– showing how your company PROTECTS the public’s safety, SAVES the public money and has strict company policies REQUIRING fairness to the public.

    .4. Be ready to point out that what a journalist is asking about may involve a small number of individuals, “obviously not the company as a whole,” and top management is looking closely at who did what and when to see not whether
    procedures should be not improved but whether there should be “further improvement” in procedures.

    .5 Have a relationship with at least one great PR firm. Counsel management that just as the company needs and uses specialist firms in law, accounting, technology, safety, engineerng and more, having at least one great PR firm may help avert a media disaster, save money, and reduce the peril of a Washington political leader proposing unduly restrictive regulation to “protect the public,” regulation that could give a savage blow to your bottom line.

    .6. Go to some of the Ragan and other conferences where speakers touch on coping with crises. There are often fresh new ideas at Ragan conferences and it’s like executives other fields going to trade shows. If your feel for handling crises impresses other attendees at a crisis management meeting, it could bring you some flattering “help wanted” feelers.

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