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Ebola Crisis Communications Plan Question: Would an Expert Approve My Plan?

Gerard Braud Crisis Communications PlanAn expert would ask you these questions:

1. Count the pages of your crisis communications plan. If it is 6-10 pages long, it is likely only a list of standard operating procedures and not a true plan. Most organizations have been lead to believe this is a plan. My description is that this is little more than an outline for writing a plan. If your document outlines what should be done, but really assigns those tasks to no one, you have a problem.

2. Could your plan be executed by anyone in your organization who can read and follow directions? This sounds like a strange question, but it is a good test. My mantra when I write crisis communications plans is that is should be so thorough that nothing is forgotten and nothing will fall through the cracks, yet simple enough that it could be read by anyone who can read, and executed by them without mistakes. If your plan reads like a technical manual that is as frustrating as assembling your child’s bicycle on Christmas Eve, you have a problem.

3) What time limits have you placed in your crisis communication plan? At a minimum, the first communication document from your plan should reach the public within one hour of the onset of any crisis. The vast number of plans I’ve reviewed over the years have no mandate for speedy communications. This causes the communicator and the executive team to spend too much time analyzing and second-guessing every decision. Speed is important. If your plan doesn’t set time limits for speed you have a problem.

4) Does your crisis communications plan contain the names and phone numbers of everyone you need to reach during your crisis or does it require you to research and find that information as you execute the plan? Valuable time is lost when you have to stop on the day of your crisis to look up information that you could have looked up and collected on a clear sunny day. If your plan says you should contact a list of people and that list contains only job titles and no names or phone numbers, you have a problem.

5) The magic of a plan is when the plan tells you precisely what information to gather, who to call to assemble a crisis management team, and directs you to a library of pre-written news releases. If you are missing these elements, you have a problem.

Think oCrisis communication workshop gerard braudf Goldie Locks – Your plan shouldn’t be too simple and your plan shouldn’t be too hard. Your plan shouldn’t be too long and your plan shouldn’t be too short.

If you need help determining if your plan is just right, phone me at 985-624-9976.

Ebola Crisis Communication Plan Update: Ebola Hysteria Requires Communications

cruise ship ebola gerard braudBusiness leaders and public relations professionals should continue to monitor signs of Ebola hysteria. The damage to the reputation and revenue of your organization is real. It can come from a direct Ebola contamination to one of your employees or customers. In the case of public institutions like schools, the institution could face a costly shut down or closure.

Since outlining how real or imagined Ebola threats could trigger your crisis communications and crisis management plans, in last Friday’s Ebola webinar, the weekend revealed more examples. (Click here to listen to the webinar) A customer/passenger aboard a Carnival cruise ship out of Galveston was identified as having been in contact with lab samples from the deceased Dallas Ebola patient.

Listen to the re-broadcast

Listen to the re-broadcast

The crisis cascade of events included the ship being turned away from Belize and Mexico, plus the closure of a school in Moore, Oklahoma, because a student was on the same cruise ship as the hospital worker from Dallas. Not only did each of those institutions or governments need to communicate, but so did various ports of entry and various emergency response or decontamination companies. And while this ship sailed from Galveston, every port city in America could have just as easily found themselves in the same position as the Port of Galveston. Likewise, any school in America could be forced to make the same decisions as Moore, Oklahoma.

Are we seeing too much hysteria? Is the threat real or imagined? In my expert opinion, it doesn’t matter because either a real threat or an imagined threat can trigger both your crisis management plan and your crisis communications plan. Either a real threat or an imagined threat can damage the reputation and revenue of your organization.

Should you take steps today to prepare or should you wait and see? My mantra is be prepared. Use this potential crisis as an opportunity to set aside time on a clear sunny day to prepare your plan and your crisis communications should you need it on your darkest day.

Crisis communication workshop gerard braudShould you prepare only for Ebola or should you prepare for everything? My mantra is to do it all at once. You can have a comprehensive crisis management and crisis communications plan that is completed today and ready to be used for years to come.

Doing it right is always the path of least resistance.

By Gerard Braud

Ebola Crisis Communication Planning and Crisis Management Planning

EBOLA webinar Gerard Braud

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Is it too soon to talk about your Ebola crisis communications strategies and plan? A New York based public relations professional asked me that question today. I responded by saying, “Why wait? One week ago no one in Dallas gave Ebola crisis communications a second thought. Today, at lease 14 businesses and government entities have to send spokespeople out to talk to the media about their portion of the Ebola crisis.”

I say start getting your Ebola crisis communications plan and crisis management plan in place now. Your Ebola crisis can crop up without warning. Your crisis could result not only from an actual Ebola case, but from the hysteria of false information about a case.

Crisis communication workshop gerard braud

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You may own a business, be the CEO or leader of a business, hospital, school, or non-profit. You may be the public relations or crisis management professional for a business, hospital, school, or non-profit. NOW is the time to realize that it only takes one case of Ebola to be associated with your organization for a world of media attention to descend upon you. Along with media scrutiny and hysteria, you will also have to deal with the online social media trolls. If you skip a beat… if you hesitate… if you are just slightly behind the story or the crisis, the institution you are associated with will be treated like a 19th century leaper – no one will want to have anything to do with you. It becomes the ultimate crisis, defined by complete harm to your reputation and revenue.

Examine the case in Texas, in which Ebola patient Thomas Duncan has died at Texas Health Presbyterian Hospital. The airline, the TSA, the Border Patrol, the hospital, the apartment complex, the sheriff’s department, the patient’s church, the school system, the Texas Department of Health, the Texas Governor, the Dallas County Medical Society, the Dallas County Coroner, and the mortuary that cremated his body are all suddenly players having to communicate about some aspect of this crisis. That means thirteen entities that were far removed from the crisis a few days ago are suddenly thrust into the crisis. Fourteen people, if not more, suddenly need to be a spokesperson about their portion of this crisis. Each suddenly needs a crisis communications expert. Even Louise Troh, Duncan’s longtime partner, has retained a public relations firm to speak on her behalf.

The piece-meal communications I’ve seen indicates that each of these entities are having to develop their crisis communication strategy on the fly. If they have a crisis communications plan, it appears none were updated prior to the crisis to address Ebola. In other instances, it is clear that no crisis communication plan exists, which is the reality for many organizations. And experience in reviewing a vast number of documents that public relations people call their crisis communication plan has proven woefully inadequate. In no way do they meet the criteria of a document that would guide and manage communications in a crisis.

Gerard braud Ebola blog 1

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Could you suddenly be a small part of this bigger story? You bet.

Are the odds low? Maybe yes, maybe no?

Could that change quickly because of variables beyond your control? Absolutely.

Is the risk high enough that you should invest time and money to prepare? The vast majority of organizations will say no, because they are in denial about how real the potential threat is. Yet it is a fool’s bet to stay unprepared, when the act of preparing can be done quickly and affordably. Furthermore, when done correctly, you can develop a crisis communications plan that will serve you for Ebola, as well as hundreds of other crises you may face in the future.

Is this line of thought logical? In my world it is very logical. I believe in being prepared. Yet experience tells me that this thought process will be rejected by the vast majority of you reading this and the vast majority of leaders and executives who run corporations, hospitals, non-profit organizations, schools, and small businesses. Human denial is a stronger power than the power to accept a simple option to prepare.

“We don’t need to worry about that,” is easier to say than, “Let’s get a team on this to prepare. The chances are slim, but if it happens it could destroy us.”

“Destroy us?” Is that too strong of a suggestion? Well, two weeks ago the Ivy Apartments in Dallas were a thriving, profitable business. Do you think anyone wants to move into those apartments after an Ebola victim has been there? Do you think existing residents will stay? The owners are already feeling the symptoms of damage to reputation and revenue.

Based on my crisis management and crisis communication experience, don’t be surprised if you see the Ivy Apartment complex bulldozed and the land left vacant for a time, all because they were, through no fault of their own, associated with a global crisis beyond their control.

What are the odds? Very small.

What is the reality? Likely financial ruin.

Are you willing to roll the dice if you own a company? Are you ready to roll the dice if you are the public relations expert for a company?

“Better safe than sorry,” is my suggested approach. Yet, “That won’t happen to us,” or “The chances of that happening to us is so small it isn’t worth our time and effort,” is what the vast majority of organizations will think or say.

In the coming week I’ll share more lessons and insight with you. On Friday, October 17, 2014, I’ll host a live discussion via webinar. Sign up for FREE with this link. On November 5 & 6, 2014 I’ll host a workshop in New Orleans that will allow you to create a 50 page crisis communications plan with up to 75 pre-written news releases. You’ll walk out of the workshop with a finished crisis communication plan and the skill to write even more pre-written news releases.

I’m available to answer your questions on this issue. Call me at 985-624-9976.

Gerard Braud

Ethics and Honesty in a Crisis

Ethics gerard braudConspiracy to hide the truth is not an effective form of crisis management. Telling a lie is not an effective form of crisis communications.

When those who should be leaders all decide that telling the truth could be harmful to an institution, and hide it, you can bet their bad ethics will catch up with them eventually.

Those with good ethics in the room will often argue their point, yet eventually be dismissed by those in favor of a colorful cover up of the facts.

The men and women who have a strong conscience and need to tell the truth, will disclose to others their dissatisfaction with the final decision. In time, their conscience weighs on them and they leak the truth. Often, in a high profile crisis like the NFL is facing, someone will leak the truth to a reporter. Sometimes it happens in an official media interview. Sometimes it happens in a tip.

It appeared ESPN was on the path to learning the truth about what Roger Goodell and the Ravens knew about the Ray Rice video. Don Van Natta, Jr. of Outside the Lines and ESPN spent 11 days interviewing 20 sources of team officials, current and former league officials, players and friends of Ray Rice. ESPN reported a pattern of misinformation and misdirection by the Ravens and the NFL.

The Ravens issued a rebuttal statement.

I’m waiting to see who is telling the truth.

When you get called in to offer expert advice in a crisis to those in leadership positions, please stand by your ethics. Stand up… and be willing to walk out and walk away from your job when you see a failure of ethics.

By Gerard Braud

The NFL’s Commitment to a One-Year Crisis: 7 Mistakes Causing the Crisis to Drag On

Goodellcrisisgerardbraud GoodellcrisisgerardbraudBy Gerard Braud

What expert would advise their client to let a crisis drag on for one year? I suspect the answer is zero. But the NFL’s failure at crisis management and crisis communications essentially means that the punch Ray Rice threw on Valentine’s Day 2014 will have repercussions through February 14, 2015. Here is why and here is how you can keep from making similar mistakes where you work.

1) Failure to fully investigate the Ray Rice case, or a willful attempt to hide all of the facts by officials in the NFL and/or the Ravens, have already caused this crisis to drag out six months longer than necessary. Speed is always your friend in crisis management and crisis communication and it should be a vital part of your written plan. As TMZ pointed out with their video and through their questions at the recent Roger Goodell news conference, it wasn’t very hard to get the facts and evidence.

2) Failure to do the right thing the first time will always haunt you and will cause the crisis to reignite. Just think about it — the Ray Rice case could have been finished by March 1, 2014. Here we are approaching October 1, 2014, and it is still front-page news. This is unacceptable and unprofessional. This demonstrates the NFL doesn’t have a crisis management or crisis communications plan that they follow. This demonstrates that the person at the top lacks true leadership qualities because a good leader would not allow the organization’s brand, reputation, and revenue to be tarnished over eight months.

3) Failure to do the right thing the first time and the eventual re-ignition of the crisis causes the media and others to ask, “What else might we not know? What might they be hiding? What don’t they want us to know?” Those were the questions I asked when I was a reporter. Once a reporter starts digging, it is like pulling a thread on a sweater – eventually it all unravels. The unraveling in this crisis is the additional focus. Scrutiny and penalties have been placed on other players who were previously not clumped in with the Rice case, but who have their cases tainted because of poor crisis management and flawed executive decision making.

4) When the threads unravel, it becomes safer for those who are holding secrets to come forward. This is what led to the ESPN report alleging the Ravens knew everything about the Rice case and allegations that the Ravens worked to have Goodell go easy on Rice. Although the Ravens refute the ESPN report, you can bet ESPN is doubling down on their investigative reporting. As a result, don’t be surprised if this crisis reignites again very soon.

5) Goodell made a further mistake by announcing that by the Super Bowl in February 2015, committees will make recommendations about the consistency of punishment for players and will report on the true status of domestic violence among players. This means Goodell is tainting and overshadowing Super Bowl coverage with an extension of a negative story. This is just dumb. This is intentionally stretching out brand damage, reputational damage, and revenue damage. No smart leader would tie a crisis-related deadline to the most high profile day associated with your organization.

6) Saying you got it wrong is a start, but it is not enough. The reason it is not enough is because there is no plausible reason to have gotten it wrong the first time. Furthermore, throwing money at anti-domestic violence organizations appears to be an insincere act of desperation and diversion. Also, the cynical minds in the audience believe Goodell and team owners, who used the “We got it wrong” line, were really saying, “We got caught and we regret that we got caught,” not doing the right thing, for the right reasons, the first time.

7) Trust is lost when bad decisions are made in the beginning, when flip-flops happen months later, and when the crisis is extended by bad decision-making. When sponsors drop their sponsorship, it means they have lost trust. When customers spend less on merchandise and are less likely to watch games, the lack of trust is amplified. Don’t forget your loss of trust with employees. In this case, Goodell has lost the trust of players.

A few weeks ago when this crisis became front-page news, I called for Goodell to be suspended for one year. This was for the same reason he suspended Saints coach Sean Peyton for a year, based on the concept that the leader should have known what was going on in the organization.

But in light of the seven items outlined above and Goodell’s failure to show leadership in managing and terminating this crisis, my professional advice to the team owners would be to fire Goodell. He has hurt your brand, your reputation and your revenue. Surely there is someone else who can do a better job this time and in the future.

Failed Crisis Management Leadership Hits Multiple NFL Players and Teams

Braudcast Sept 18 NFLBy Gerard Braud

The NFL crisis gets bigger in the absence of crisis management, crisis communications and good executive leadership.

Adrian Peterson and a string of other players and teams are being swept up in the crisis because as the appointed leader of the NFL, Roger Goodell failed to make the right decisions at the beginning of the Ray Rice crisis.

With each passing day, Goodell’s failure to communicate makes the crisis worse.

Expert crisis management and crisis communications involves having a plan of action that fully addresses the potential damage to an institution’s reputation and revenue. The slower an institution is to respond, the more the crisis spreads and the more damage to reputation and revenue.

What about where you work? Do your leaders have a crisis management and crisis communications plan? Do the people with the high titles possess true leadership qualities, especially in a crisis?

Most institutions fail to have a plan that would truly serve their needs in a crisis. Many have a few sheets of paper in a binder that states some standard operating procedures. These are comfort plans – they make people feel good because the word crisis plan is on a piece of paper. But experience shows that most institutions fail to write the type of deep crisis communications plan needed to handle every type of crisis they may face.

Most institutions fail to consider both emergency type crises as well as the smoldering ethical issues within the organization.

Many executives are in denial early in a crisis and throughout the crisis, as they hope and pray it will go away. Hope is not a crisis communications strategy. I believe in the power of prayer, but I also believe that your actions during a crisis can be guided by a crisis communications plan so you can eliminate the need for prayer.

The reality is, the longer it lingers, the worse it gets.

Eventually reputation and revenue are damaged significantly enough that someone at the top gets fired.

Because Goodell has been weak, the crisis has spread to other teams and players, causing sponsors to pull out or threaten to pull out.

My prediction is the NFL owners will soon be calling for Goodell to resign.

In yesterday’s blog and in radio interviews with America Tonight and NBC Sports Radio, my suggestion to Goodell is that he suspend himself for one year. You can read more from my previous entry.

Adrian PetersonWill this kind of failure to lead in a crisis happen someday where you work? It doesn’t have to if you prepare for it with a crisis communications plan and conduct regular drills that role-play various types of crises, especially those that deal with hard moral and ethical decisions.

Good crisis communications and crisis management should never be based on spontaneous decisions and strategies in the midst of your crisis. Good crisis communications and crisis management is derived from writing strong plans on a clear sunny day.

The Financial Impact of Failed Crisis Management and Failed Crisis Communications

Radisson logoBy Gerard Braud

What is your plan when the crisis of another entity becomes your crisis, forcing upon you a crisis communications challenge? Observe the NFL crisis as it spreads, causing damage to the reputation and revenue of various teams, players and sponsors.

You would think the NFL would have an inside or outside expert to advise them, but apparently the leadership is trying to manage this on their own, with bad results.

The NFL crisis has spread to the Minnesota Vikings, as sponsor Radisson pulls its support. Radisson is the logo sponsor seen behind the coaches and players when they have news conferences. It is the place where Adrian Peterson’s coach and general manager stood to announce that Peterson would play this coming Sunday, even though he was benched after being charged with felony child abuse for reportedly using a switch on his four-year-old son.

Adrian PetersonRadisson’s online statement says they are evaluating the facts while suspending their sponsorship.

Radisson, likely fearing “guilt by association,” is a victim of failed crisis management and crisis communications by the NFL and Roger Goodell regarding Ray Rice. The crisis then went on to touch the Vikings, Peterson and now the hotel chain.

Had Goodell originally handled the Rice crisis properly, the league would not be under such heavy scrutiny for other players with various degrees of accusations of child or domestic abuse. Failure to manage the crisis then communicate the action plan is letting the smoldering crisis spread like a wild fire. Many people are getting burned.

Now the NFL has a bigger crisis than the original crisis. There are the allegations surrounding Rice and Peterson, as well as Ray Hardy of the Carolina Panthers and Ray McDonald of the San Francisco 49ers.

Each player, each franchise, and the sponsors surrounding the teams, all need a crisis management plan and a crisis communications plan that will end each of their respective crises before each suffers damage to reputation and revenue.