Luna The New Rules of Crisis Management Chapters 1 to 4 Discussion You will SUBMIT THREE KEY POINTS PER CHAPTER from chapters 1-4 of The New Rules of Crisi

Luna The New Rules of Crisis Management Chapters 1 to 4 Discussion You will SUBMIT THREE KEY POINTS PER CHAPTER from chapters 1-4 of The New Rules of Crisis Management. Be succinct in your points. No essays here, just a concise description of the three major points (in your view) presented in each of the assigned chapters. 3rd EDITION
THE NEW RULES
OF CRISIS
MANAGEMENT
ISSUES & CRISIS PLANNING AND RESPONSE IN THE DIGITAL AGE
Edited by Ron Culp
Professional in Residence, Public Relations & Advertising,
DePaul University
Published by RockDove Solutions
Creator of the award-winning crisis management platform,
In Case of Crisis
The New Rules of Crisis Management
COPYRIGHT
Copyright Pending 2018 by RockDove Solutions
All rights reserved.
No parts of this book may be reproduced in any manner whatsoever without
written permission except in the case of brief quotations embodied in critical
articles and reviews.
RockDove Solutions is the creator of In Case of Crisis, an award-winning crisis
management platform. In Case of Crisis is trusted by over 750 global brands to
prepare for and respond agilely to a broad array of digital and traditional crises.
You can learn more about RockDove Solutions and In Case of Crisis by visiting
www.rockdovesolutions.com or calling 1-800-787-1639.
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2
The New Rules of Crisis Management
FLORIDA SUNSHINE AWARD
FOR BEST PUBLICATION 2018
WASHINGTON DC THOTH AWARD
FOR BEST PUBLICATION 2018
PRESTIGE AWARD
FOR BEST BROCHURE 2018
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3
The New Rules of Crisis Management
CONTENTS
FOREWORD
5
6
DIGITAL AGE DEMANDS NEW APPROACH TO CRISIS
MANAGEMENT
RON CULP
CHAPTER 1:
CHAPTER 7:
11
CHAPTER 8:
HOW TO CREATE AN EFFECTIVE CRISIS PREPAREDNESS
PLAN IN THE DIGITAL AGE
KEVIN ELLIOTT
CHAPTER 9:
25
CHAPTER 10:
STRATEGIES FOR CRISIS COMMUNICATORS AND
ATTORNEYS TO WORK MORE EFFECTIVELY IN THE
DIGITAL AGE
TILDEN KATZ
CHAPTER 11:
40
80
THE CYBERSECURITY THREAT AND MANAGING
REPUTATION RISK IN THE DIGITAL AGE
SARAH TYRE
RESOURCES
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76
SUCCESSFULLY NAVIGATING HIGHER ED CRISES &
ISSUES IN THE DIGITAL AGE
HARLAN R. TELLER
CHAPTER 12:
THE NEED FOR SPEED IN THE DIGITAL AGE
GERARD BRAUD
71
34
LEGAL CONSIDERATIONS FOR CRISIS COMMUNICATORS
IN THE DIGITAL AGE
ROBERT WINDON
CHAPTER 5:
66
BALANCE TECHNOLOGY WITH THE HUMAN ELEMENT
FOR CRISIS MANAGEMENT SUCCESS IN THE DIGITAL AGE
SCOTT FARRELL
LEVERAGING EMPLOYEES AS AMBASSADORS,
ADVOCATES AND AUTHENTIC VOICES DURING A CRISIS
IN THE DIGITAL AGE
NECOLE MERRITT
CHAPTER 4:
60
18
CRISIS COMMUNICATIONS CONSIDERATIONS FOR
PROFESSIONAL SERVICES FIRMS IN THE DIGITAL AGE
TIM BLAIR
CHAPTER 3:
51
CRISIS IMPLICATIONS FOR BRANDS IN THE DIGITAL AGE
BRIAN KELLY
ADJUSTING YOUR CRISIS/REPUTATION MANAGEMENT
APPROACH FOR THE DIGITAL AGE
JAMES DONNELLY
CHAPTER 2:
46
THE IMPORTANCE OF DATA AND ANALYTICS IN THE
DIGITAL AGE
JEFF BODZEWSKI
CHRISTOPHER BRITTON
INTRODUCTION
CHAPTER 6:
86
4
The New Rules of Crisis Management
FOREWORD
CHRISTOPHER BRITTON
Chief Operating Officer of RockDove Solutions, developer of the In Case of Crisis, crisis management platform trusted by over 750
global brands.
The idea for this eBook was conceived during 2017, a tumultuous year for
corporate and brand crises in the US. Since that time, we have all seen both
the number of issues and the speed they escalate to a crisis steadily rise. Yet, a
recent survey by Deloitte found that the gap between board member perceptions
of readiness and companies actually having a crisis plan was substantial. The
Deloitte study also found that, “Eighty percent of organizations worldwide have
had to mobilize their crisis management teams at least once in the past two years.”
To combat these realities executives are increasingly moving beyond bulky plans.
Opting to invest in technology platforms that provide scenario-based access to
response protocols, combined with powerful communication services.
As the digital age has shaped the environment we operate in, the eBook continues
to capture the aspects of crisis management that are evolving. This third edition
brings four new chapters on some very timely topics.
Companies large and small, public and private, across all major market sectors
use the In Case of Crisis platform. Through this work, we recognize our role in
supporting executives and their company’s ability to thrive in the digital age. After
reading this eBook we invite you to learn how we are helping clients today with
our crisis management platform.
We hope you enjoy the eBook and the incredible work by the authors and editor.
CHRISTOPHER BRITTON
Washington, DC
September 2019
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5
The New Rules of Crisis Management
INTRODUCTION
DIGITAL AGE DEMANDS NEW APPROACH TO
CRISIS MANAGEMENT
RON CULP Professional in Residence, Public Relations & Advertising, DePaul University
The dizzying speed of communication today coupled with the public skepticism it
seems to produce is placing intense pressure on both businesses, governments
and other institutions to re-evaluate their traditional crisis management strategies.
THE NEXT CRISIS
CAN BE IGNITED
SPONTANEOUSLY BY
ANY OF THE
WORLD’S 3.5 BILLION
INTERNET USERS.
Long gone are the days when print media essentially dictated but two major news
cycles in the form of morning and afternoon papers and news programs. Now, the
next crisis can be ignited spontaneously by any of the world’s 3.5 billion Internet
users. In fewer than 280 Twitter characters or a cell phone video posted on
Facebook, so-called “citizen journalists” are forcing brands and organizations to
re-evaluate their crisis readiness.
Currently, 80% of all web users engage in some form of social media, according
to We Are Social, a digital agency. Meanwhile, the fastest growing source of
Internet engagement is coming through mobile devices, which are increasing by
nearly a million new users a day. A staggering 69% of these users are spending
most of their media time on smart phones, according to ComScore, an audience
measurement firm.
With Google handling a staggering 40,000 searches a second, consumers
increasingly seek and find answers to their questions or concerns about
brands, products and services provided by business, government and nonprofit
institutions. Refusing to wait for traditional media reporting, consumers expect
and generally receive answers in real-time. And that information often colors their
attitudes towards institutions providing those products and services.
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6
The New Rules of Crisis Management
SECTION ONE
WANING PUBLIC TRUST REQUIRES 24/7 VIGILANCE
Communications marketing firm Edelman has been tracking global attitudes
towards institutions for the past 18 years. The 2018 Edelman Trust Barometer
revealed for the second year in a row that trust is in crisis around the world. The
general population’s trust in all four key institutions — business, government,
NGOs and media – has declined broadly. Unfortunately, of all countries surveyed,
the U.S. suffers from the highest Trust Gap.
“Organizations now must recognize that brand perception and corporate
reputation function more like a real-time global trading floor on which facts
are optional and truth is selective. This 24/7 social media machine and online
conversation shapes brand perception frequently without the participation of the
organization itself,” said Harlan Loeb, global head of Edelman’s reputation risk
management practice. Loeb says reputation risk management must be an active
and ongoing strategic investment begun well before any risk or crisis erupts.
Social media guru Carol Fowler agrees, adding: “Social media has upended
traditional media, public relations and advertising to a degree that no one could
have predicted when Facebook was created as a place where college kids could
get to know one another.”
SOME CRISIS EXPERTS
ESTIMATE THAT FEWER
THAN HALF OF ALL
ORGANIZATIONS HAVE
UPDATED CRISIS
PLANS.
“In today’s on-the-go environment, it’s more difficult than ever to control the
‘message’,” says Fowler who heads the digital media operations at the Chicago
Sun-Times. “The most successful brands have recognized this and have elevated
social media by dedicating top talent to the management of their Facebook,
Twitter, Instagram presence. An intern should no longer be given the keys to
manage these tools with little-to-no oversight. Brands, do so at their own peril!”
Corporations and other institutions are recognizing the “new normal” of crisis
management—some are adapting faster than others. In fact, some crisis experts
estimate that fewer than half of all organizations have updated crisis plans that
address potential digital issues.
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The New Rules of Crisis Management
SECTION TWO
DON’T WAIT FOR A CRISIS: PLAN FOR IT
Jim Burke, Director of Global Public Relations at Harris Corporation, a $6 billion
diversified international technology company, says some organizations still
struggle to prioritize and establish the formal plans necessary to respond in near
real-time. “They believe crises are too random, unlikely or impossible to plan for,”
Burke explains.
Some communications functions, including Harris Corporation’s, believe that many
aspects of a crisis response can indeed be planned for in advance. Though the
crisis itself is most often unpredictable, the response process typically follows a
general pattern – initial fact gathering, crisis team notifications, team meetings/
strategizing, content creation/execution, and final resolution. Many of the steps
may be repeated in a cyclical fashion, depending on the crisis type and duration –
but the pattern remains.
Burke says Harris incorporates this approach into communications “playbooks,”
which covers multiple individual crisis scenarios. The company’s scenarios align
with its risk management priorities and the playbook ties to other functions’ plans.
It includes checklists of pre-approved processes, templates, procedures, roles/
responsibilities, escalation thresholds, contacts, reference materials and even
pre-prepared sample content. Creating, pressure testing and implementing the
playbooks has helped reduce the normal churn and shortened the important
“decision-to-communications” cycle time during recent crisis responses – including
multiple hurricanes.
Harris and others continue to remain proactive – expanding the playbook
scenarios, vetting and enhancing existing playbooks, and conducting exercises to
help educate and better prepare team members. The hope is that they will never
actually be involved in a crisis, but the planning and preparedness remain in place.
SECTION THREE
ENGAGE ENTIRE ORGANIZATION IN CRISIS PLANNING
INSTITUTIONS THAT
HAVEN’T FACED
SERIOUS CRISES
CANNOT REST ON
THEIR GOOD LUCK.
Institutions that haven’t faced serious crises cannot rest on their good luck. “It’s
only a matter of time,” says most crisis experts, so preparing a “what if” action
plan is critically important for all organizations.
“Technological savvy – knowing how to communicate with the most effective
tools – has always been an essential part of crises management,” says Tilden
Katz, Managing Director of the Crisis Communications and Issues Management
Practice at FTI Consulting. “Organizations, of course, need to prepare for and
respond to advances in technology.”
While many institutions have tried to keep up with the speed, volume and variety of
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8
The New Rules of Crisis Management
communications tools, many traditional crisis plans do not reflect these changes.
COMPREHENSIVE
RISK MANAGEMENT
REQUIRES
PARTICIPATION FROM
ALL STAKEHOLDERS
AND PLAYERS IN A
BUSINESS.
“Companies with the most comprehensive crisis management programs know
that technological sophistication will not protect them, just as generic crisis plans
will not prepare them,” says Katz. “To really protect their reputation, companies
must be willing to act more substantively, to deeply analyze their own operations,
examine their industry, understand their environment, assess their specific
vulnerabilities and take preemptive measures.”
Katz admits this approach is not always easy to execute. Comprehensive risk
management requires participation from all stakeholders and players in a
business, and it can be uncomfortable for any organization to acknowledge
potential weaknesses. Communicators – who are specifically charged with
protecting a company’s reputation – can only carry out their responsibilities when
they have a full understanding of the potential threats posed to their organization.
SECTION FOUR
NEW RULES OF ENGAGEMENT IN THE DIGITAL WORLD
This e-book contains chapters by front-line experts from a cross-section of
industries who have faced crisis situations. The consensus drawn from their
insights supports Carol Fowler’s recommendations for successful engagement in
the digital world. Bottom line, Fowler believes that understanding the “rules” of
engagement can head off most crisis situations. Here are her five top tips:
• Be present, be active. 24/7
• Brands don’t have to be everywhere. Focus on two or three social accounts
that reach the right audience.
• Keep promotional messaging to a minimum. A rule of thumb is no more than
5% of your total posts.
• Respond to the audience. Answer questions.
• Empower your social media team to respond to complaints or questions on
the spot. When senior management insists on approving posts or replies, this
defeats the purpose of being on social media. The conversation must be in
real time.
Effective crisis management requires a sense of urgency—not just when the crisis
erupts, but right now—in the anticipation and planning process. If you haven’t
done so already, form your crisis response team immediately and empower
them with the responsibility and tools to create and execute a world-class crisis
communication plan. Make sure every member reads and buys into these seven
principles that guide the world’s top communications professionals who are
members of the Arthur W. Page Society:
1. Tell the truth. Let the public know what’s happening with honest and good
intention; provide an ethically accurate picture of the enterprise’s character,
values, ideals and actions.
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9
The New Rules of Crisis Management
2. Prove it with action. Public perception of an enterprise is determined 90
percent by what it does and 10 percent by what it says.
3. Listen to stakeholders. To serve the enterprise well, understand what the
public wants and needs and advocate for engagement with all stakeholders.
Keep top decision makers and other employees informed about stakeholder
reaction to the enterprise’s products, policies and practices. To listen
effectively, engage a diverse range of stakeholders through inclusive
dialogue.
4. Manage for tomorrow. Anticipate public reaction and eliminate practices
that create difficulties. Generate goodwill.
5. Conduct public relations as if the whole enterprise depends on it.
No strategy should be implemented without considering its impact on
stakeholders. As a management and policymaking function, public relations
should encourage the enterprise’s decision making, policies and actions
to consider its stakeholders’ diverse range of views, values, experience,
expectations and aspirations.
6. Realize an enterprise’s true character is expressed by its people. The
strongest opinions — good or bad — about an enterprise are shaped by the
words and deeds of an increasingly diverse workforce. As a result, every
employee — active or retired — is involved with public relations. It is the
responsibility of corporate communications to advocate for respect, diversity
and inclusion in the workforce and to support each employee’s capability
and desire to be an honest, knowledgeable ambassador to customers,
friends, shareowners and public officials.
7. Remain calm, patient and good-humored. Lay the groundwork for public
relations successes with consistent and reasoned attention to information and
stakeholders. When a crisis arises, remember, cool heads communicate best.
The following chapters and resource links in the appendix are intended to provide
you with guidance and moral support as you organize and activate your crisis
communication action plan in this digital age.
Prior to joining DePaul and becoming an independent public relations consultant, Ron Culp held
senior public relations positions at four Fortune 500 corporations and two major agencies. In 2006,
Culp received the Distinguished Service Award from the Arthur W. Page Society, and in 2011 he
was honored with the prestigious John W. Hill Award by the New York Chapter of PRSA. A year
later, he was honored by the Chicago chapter of PRSA as PR Professional of the Year. He also
is featured in the PRSSA book, “Legacies from Legends in Public Relations” (2007). In 2015 Ron
received PRSA’s highest individual honor, the Gold Anvil for lifetime achievement.
LEARN MORE ON HOW TO MOVE YOUR TEAM AND PLANS INTO A DIGITAL PLATFORM.
Respond to a crisis faster using a CRISIS APP
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10
The New Rules of Crisis Management
CHAPTER 1:
ADJUSTING YOUR CRISIS/REPUTATION
MANAGEMENT APPROACH FOR THE DIGITAL AGE
JAMES DONNELLY Director, Issues/Crisis Management for M Booth
It’s true. In this hyper-connected digital age, everything has changed. You simply
cannot practice the art of crisis communications today the same way you did 20,
10 or even 5 years ago. The need for speed is much greater today. Some tactics
are new. Core crisis-team requirements and capabilities continue to evolve.
YOU SIMPLY
CANNOT PRACTICE
THE ART OF CRISIS
COMMUNICATIONS
TODAY THE SAME
WAY YOU DID 20, 10 OR
EVEN 5 YEARS AGO.
Yet, senior leaders and crisis specialists shouldn’t toss old crisis playbooks on the
pyre. Why? Because the core principles of good crisis/reputation management
remain largely unchanged. In a crisis, organizations that convey an aligned sense
of urgency, empathy, humility, context and resolve will still enjoy effective results.
So what’s new? The application and re-prioritization of some of those principles
have required some tweaking.
I suppose if crisis/reputation management were sandlot football, today’s playcall
would be: “Let’s run the same plays…a little differently.”
There are dozens of digital-age factors that today’s senior managers must
consider when managing a crisis. Here, I’ll illustrate only three key effects of
the digital age and how each has required adaptations to crisis/reputation
management approaches.
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11
The New Rules of Crisis Management
SECTION ONE
TODAY’S EMPOWERED AND ENTITLED PUBLIC
PEOPLE AND
STAKEHOLDERS
DEMAND TO KNOW
MORE ABOUT
THE SITUATION
DIRECTLY FROM THE
ORGANIZATION.
The digital age has put more power to the people. The public is no longer satisfied
with the news media’s summary of a situation. When a crisis strikes today, people
and stakeholders demand to know more about the situation directly from the
organization. They expect authentic answers, two-way engagement and some
level of make-good. Many also turn to trusted influencers and pundits to crosscheck whether the company/brand is taking the right steps. Some will then
openly share their opinions with their digital networks. Some will get angry and
inspired enough to post new opinions or engage in click-boycotts. The truly livid
(or activist) among us will take things a step further and engage their networks to
provoke change or tear-down the brand or the organization.
For decades, crisis plans have reminded us to “address all stakeholders with
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