Definitions, protocols, scenarios, and common sense
Understanding crisis and reputation risk
Developing mitigation strategies, SOPs
A CRISIS IS A SITUATION WHERE OTHER PEOPLE ARE GETTING AFFECTED
IT CAN ATTRACT MEDIA ATTENTION BEYOND THE LOCAL JOURNALISTS
WHERE WHAT YOU DO WILL BE AS IMPORTANT AS WHAT YOU SAY
IT IS A SITUATION WHERE THERE IS A DANGER OF DOING OR SAYING
SOMETHING UNACCEPTABLE
How is media thinking during a Crisis
Impactful story is a good story Makes front page or prime time
Human interest controversy, News that interests the public
conflict, drama, death, injury
Contentious, political,
dramatic visuals News that’s viral on social media
Multiple Storytellers You are just one more voice
NEVER PREDICT
NEVER RELAX
ALWAYS PLAY DOWN EXPECTATIONS
THE NEWS BEAST MUST BE FED – THE NEWSCYCLE WILL BE 24/7
NEVER EVER WING IT
JOURNALISTS AND ONLOOKERS ARE NOT YOUR BUDDIES
REMEMBER YOUR CRISIS IS ABOUT OTHERS AND HOW IT IS AFFECTING THEM
SEIZE THE AGENDA
STICK TO THE SCRIPT
DO THE RIGHT THING
Is it a full blown crisis of just an issue?
An event that is unpredictable, that can
damage long-term reputation of a
business and its leadership
According to Rod Cartwright
It is a human
It can impact the company’s experience
performance operationally and With human
financially, affecting the share price consequences
Requiring a human
response
It is quick, sudden and demands a Based on human
considered, effective response empathy
Fires/ Accidents/incidents
Floods/ Storms/ Natural disaster Stage 1
Epidemic/pandemic Loss of life
Service disruption Loss of assets
Strikes / Industrial Action Interruption to business
Criminal activity
Negative or hostile media
Litigation coverage
Civil unrest Stage 2
Terrorist attack Loss of reputation, competitive
Economic downturn position, customers, partners
and opportunities
Environmental issues
Loss of investor and community
Leakage of information trust, collapse of share price
Cyber/data breach Regulatory action, Litigation
IT systems failure Resignation/dismissal of senior
Unethical conduct executives
The PR, media and Communications problem is the scary tip of an iceberg
UNDERLYING IT WILL ALWAYS BE
Operational Inefficiency
Delayed or Wrong Decisions
Problematic Behaviours and Structures
Leadership issues & Governance issues
Systems, Culture, Values, Ethics
Economic and Other Natural/External Factors
THEREFORE RESPONSE MUST ALSO INVOLVE…???
How the Deepwater Horizon disaster evolved into a major
public relations crisis
Date: April 20, 2010
Event: Explosion on the Deepwater Horizon oil rig in the Gulf of Mexico.
Impact: 11 workers killed, and over 200 million gallons of oil spilled into the ocean
over 87 days.
1. Delayed and Ineffective Response
- BP underestimated the scale of the spill early on.
- Initial efforts to cap the leak failed repeatedly, eroding public trust.
2. Poor Communication
- BP’s messaging was often inconsistent and technical, failing to connect with the public
emotionally.
- CEO Tony Hayward’s infamous quote — “I’d like my life back” — was seen as insensitive,
sparking outrage.
1. Media and Public Backlash
- Graphic images of oil-soaked wildlife and polluted beaches dominated the news.
- Social media amplified criticism, with hashtags like #boycottBP trending globally.
2. Corporate Missteps
- BP spent millions on image ads while the spill continued, which was perceived as tone-deaf.
- The company was accused of downplaying environmental damage and shifting blame.
3. Government and Legal Pressure
- U.S. government heavily criticized BP’s handling.
- BP faced billions in fines and settlements, further damaging its reputation.
1. Transparency, empathy, and swift action are critical in
crisis communication.
2. A failure to align corporate messaging with public
sentiment can escalate a disaster into a reputational
catastrophe.
RISK vs RESILENCE
Pre-Planned and Fast Information Flow
Unified Communication Channel
Crisis Comms Protocol In Place for All
Units
Wide Training On Crisis
Communications
Mock Drills like Fire Drills for Media
Interaction and Crisis
Identify likely crisis incidents into three categories
Create category wise Crisis Management Committees that will kick into action
Crisis Response Framework and Protocols for every category
Identify location wise spokespeople and train them
Establish information flow to the Crisis Comms Team
Create contacts lists of key personnel likely to have relevant information for every
crisis category, and establish protocols for sharing information
Create draft statements in advance for multiple likely situations
A timeline based programme of statements and communication
The People The Action
Core Crisis Team First Few Steps
Collate all facts of the case including confirmation of
CMO/ CCO/ VP CS exact nature of incident and identification of on-ground
point man
Relevant Department Head Mobilisation of on-ground communications staff for
sensitive handling of media
Head – Legal/ Regulatory Scenario mapping with stakeholders impacted
Establishment of Information Flow Protocol
Creation of Likely Questions and Responses
Input Team Reporting
Comms Team Media Impact Report
Periodic Social Media Listening Report
Social Media Listening Team
Loose Ends Closure
All external communications to be coordinated in sync with internal communications
External Communications
Facts of the case to be collated and put out
Holding Statement to include facts and action being taken
Holding statement to be followed with internal assessment and actions being taken
Internal Communications
All External communications on the incident to be posted on Workplace
Group Communications
As and when issue is escalating
KEY STEPS FOR PREPAREDNESS
Sensitise all Unit heads about the possible scenarios and how to react
Unit wise workshops where representatives of each organisation will be
educated and aligned on the process that will be followed in case of crisis
A crisis communication guidebook to be created that will be referred by
all stakeholders to be able to react proactively when required
Media training for key spokespeople at local level who will be exposed to
media
Communication SOP with updated names and contact details of the key
people, relevant media lists and affected stakeholders
How to handle difficult questions during a crisis
How to bring conversations back to the established narrative
REPORTERS’ BAG OF TRICKS
Rapid-fire questions
Asking several questions in one
Constant interruptions of your
answers
Paraphrasing of your answers
Accusatory questions
Go silent
Oh yeah – Just one more thing . . .
22
INTERVIEW TECHNIQUES
What if they ask an
Few Examples
uncomfortable question?
• “Let me put that in perspective...”
• “What’s important to remember is ...”
Bridging Steering
• “That’s not my area of expertise, but what I can
• Change • Set up or
subject from influence the
tell you is...”
one topic to next question • “That’s an important point because ...”
another
• “I don’t have the data now, but…”
• “Let me just add...”
Hooking Flagging • “That’s a good point, but what is equally
• Don’t panic .. • Helping them important is ...”
Stay cool remember
what you • “What it all boils down to is...”
want them to
• “The point I wish to emphasize is...”
TIP: BRIDGING
MOVE TO A POINT YOU WANT TO MAKE
Answer Bridge Communicate
Yes... Additionally Key message
Really, Let me explain Key message
I don’t know But I do know Key message
Tip: Steering Tip: Hooking Tip: Flagging
Change the subject Set up the next question Emphasize Key Messages: a
mental highlighter
• Another important point is… • We have short and long term • The most important fact is…
• To put things in perspective… goals • These are the key issues…
• That’s really not the issue • There are three key messages • At the end of it all, the main cause
the real issue is… that our company would focus on is…
• There are many factors that • The point I really want to make is…
influence the decision to choose a • At the end of the day…
product • The bottom line is…
• When all is said and done…
