CREATIVE IDEAS FOR MARKETING, PUBLIC RELATIONS AND WORKING WITH THE MEDIA

Lynn McClure IAPD Public Relations Director The media is going to try to keep your situation alive as a news story as long as they can in order to fill time on radio or TV and space in the newspaper.

Having a crisis communication plan is a must for large corporations, yet some of todays business headlines make you wonder whether any companies actually put their plans into effect. Most park districts have an operational crisis plan. But having a crisis communication plan is just as important. And, sadly, it is one that many public entities lack.

A crisis situation is bad enough by itself without the almost certain media attention you will receive. News is in great demand since the proliferation of cable channels and the Internet. The media is going to try to keep your situation alive as a news story as long as they can in order to fill time on radio or TV and space in the newspaper. However, a little understanding about the media will go a long way in working "with" them. And in the media's case, an ounce of prevention will go a long way when you are under their scrutiny.

Identifying a crisis is not an exact science. James Lukaszewski, author of college textbooks on crisis management, calls it "unplanned visibility." Others refer to it as a "non-routine event." It's probably best left that you will know a crisis when you see it, and you will probably not see it coming.

Most people are familiar with the kind of crisis that takes you by surprise, wakes you from a sound sleep, and disrupts your ability to conduct business. This "emergency crisis" uproots your organization. It deters everyone from his or her jobs. Crises such as a chemical spill, a fire, or a human tragedy at one of your facilities might fall into this category. An emergency crisis can be the center of media attention, often for days. Without management, the emergency can damage your reputation as well as your bottom line.

When you can see a crisis coming, you may not recognize it in time to keep it in control. The "creeping crisis" may be something that is stirring in your agency and then breaks loose in a public meeting, through a disgruntled employee or a concerned citizen. With proper recognition and planning, a crisis can be averted.

One step further, is the crisis that is entirely predictable in nature. For example, you are ready to hold a groundbreaking on a much-anticipated new facility. Media asks the cost and the date of completion. You can pretty well guarantee that the project will run behind schedule and the media will remember what you said. Following the groundbreaking, they probably went back to their office and marked the date down to get back to you when the facility is complete. By recognizing that this is the media's job, to follow up and make you accountable for your word, you can get to them before they get to you regarding the facility's schedule.

It may be even more important for a public entity such as a park district to have a good crisis communication plan. Unlike many corporations, you are directly accountable to the public you serve. Elected officials even more so. Most public relations professionals say that you have only one or two hours in which to prove you can control the crisis before it will control you. Another good reason to develop a crisis communication plan.

Components of a good crisis communication plan include identifying spokespersons and assembling a crisis management team. Members of the team should include the director, department heads, your attorney and a good public relations or communications person from your staff.

Find a spot to meet during the crisis and the planning. Many corporations call this the "war room." Brainstorm potential crises your agency might encounter. These should be limited only by your imagination. Crises can include labor strikes, lawsuits, catastrophic events, and any other unusual occurrences you can think of. Develop key messages you want to deliver in times of crisis. Remember to focus the messages for your

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prime audience, the people in your community. Don't forget about employees. Your staff is front-line in the community and can destroy your credibility if they are not kept informed.

Crisis time is a time to have good conflict resolution skills in place for your board. Speaking in a unified voice is very important. And a well-informed, cohesive board is instrumental in keeping the public assured that everything will soon go back to normal.

A former corporate spokesperson, Judith Hoffman, assembled what I call the "Top 10" of dealing with the media in times of crisis.

1. Be cooperative. If you are not the media will think you have something to hide.

2. Provide control. By providing the media with frequent updates in a central spot you can more easily control whom they speak to and when.

3. Demonstrate caring and concern. It is very critical for the spokesperson or the director or the board president to show genuine concern for any victims involved in the crisis.

4. Demonstrate competence. Know the answers to the who, what, when, and where.

5. Be credible. A good media relationship will help you out. Never lie and never speculate.

6. Be consistent. Everyone should say the same thing. A time of crisis for an agency is an excellent time to learn to put small differences aside in favor of the greater good.

7. Be clear. Make sure that your points can be made in short sentences. Don't use numbers and don't use jargon.

8. Be concise. Brevity is an art. If you don't stay brief you are inviting reporters to edit your remarks so they will fit the space.

9. Remain current. Keep the information channels open.

10. Act calm. This is very hard to do. The media is looking for conflict and they will headline anything you give them.

Surveys sent to members of the media have asked "what is important to reporters?" Heading the list: themselves. A reporter is always looking for a way to get ahead, to sell newspapers, to make headlines. Your story could be the one that creates their big break.

Bringing up the rear on the same survey question was the reader, viewer, and listener. The very people who are the most important to you. Finding your way to these people through the media is difficult, but with a good crisis communication plan, even in the worst of times, it can be accomplished.

Part two of this article, in the September/October issue, deals with getting out your message and offers strategies to employ in non-crisis times.

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