Crisis Communications Principles Overview

CRISIS COMMUNICATION According to Business magazine, negative publicity is “the non-compensated dissemination of potentially damaging information by presenting disparaging news about a product, service, business unit or individual in print or broadcasting media or by word of mouth.” There are eight characteristics of communication that every organization in crisis usually faces: 1. Character of surprise 2. Insufficient information 3. Escalating flow of events 4. Perceived loss of control 5. Intense scrutiny from the outside resulting in an abandonment of allies and decreased employee moral 6. Siege mentality sets in 7. Panic and fear influence decisions 8. Paralysis of a short-term focus The same factors that account for the potential of the power of positive publicity also operate to make it a formidable force in its negative form. However, negative information has potentially greater influence on the customer when it is presented as adverse publicity.

Because negative publicity is dominated by non-marketers, it generally enjoys higher credibility than market-dominated messages. The potential for damage by negative publicity is a function of the seriousness of the problem. Contrary to popular belief, a crisis doesn’t necessarily have to be bad, it is merely characterized by a degree of risk and uncertainty. Crisis communication concerns the second reality in any emergency -- what people think has happened, or what they perceive. There is an old PR axiom that says, “It’s not that people don’t know so much, but they know so much that ain’t so.” With proper planning, there can be a positive side to a crisis. The Chinese symbol for crisis, “Wei-ji” is a combination of two words, meaning danger and opportunity. According to Webster, a crisis is “A turning point for better or worse; a decisive moment; a crucial time; accentuation that has reached a critical phase.” Crisis management is the art of removing much of the risk and uncertainty to allow an organization to have more control over its destiny, by reducing the number of unknowns and conditioning appropriate behavior. In determining an organization’s response to a crisis, it is important to assess its position relative to the problem. Is it a responder? A cause? A victim? Does it share the blame or success in handling problems with anyone else?

We are not talking about manufacturing an image. Rather, we are talking about projecting an identity -- which already exists due to known credibility factors -- for both the product in question and the organization responsible for it. Response to every crisis involves a delineation of duties and responsibilities at key levels: Ø Level 1 - Policy Making Ø Level 2 - Design of a Strategy/Overall Command by a Crisis Management Team Ø Level 3 - Control of the Emergency Public Relations Response Taking positive action and communicating effectively requires skillful news management, not censorship. An organization in crisis needs to avoid escalation and polarization, and rather seek accommodation with the press. The occurrence of this crisis is a springboard for positive coverage for said organization. A recent development in the area of crisis public relations is a results-oriented management function called Reputation Management. This discipline seeks to leverage corporate reputation as an asset, enlisting important stakeholder groups -- including employees, donors and media -- to assist an organization in the achievement of its strategic design and to seek to minimize the resistance of those groups to legitimate management objectives.

An effective public relations plan demonstrates that an organization’s self-interests are the same as those of its various audiences, and that the organization has kept faith with those self-interests. The effectiveness of such a campaign is not measured by pounds of press clippings, but rather the extent to which the organization is able to influence public opinion and perception of the issues and elements involved. Through such a campaign, an organization can meet its communications objectives relative to the specific problem and their own identity, corporately, in the following areas: Ø Reduce uncertainty Ø Facilitate quick response and recovery Ø Minimize exposure, vulnerability Ø Improve morale among internal publics Ø Educate the media Ø Protect the ministry/organization image, credibility and operating relationships Ø Establish a sympathetic audience by neutralizing enemies, strengthening existing alliances and creating new alliances with neutral publics Ø Redirect interests in support of the organization’s concerns Another PR axiom dictates that bad news doesn’t go away and does not get better if it is ignored.

Rather, bad news often gets worse over time and stories grow bigger when reporters have to dig them out. The process of crisis communication deals with impressions and perceptions, not facts. Actually, perception is made up of emotion plus facts. Together they move people. Public relations does not create false images, rather it emphasizes positive, true images. PR can focus attention away from the negative aspects of an issue to focus on the positive, equally true aspects of an issue about which an organization is better able to communicate. According to the industry journal PR Reporter, a positive attitude instead of a siege mentality is critical to success. The job of crisis PR is not to make the public believe that bad is good. Rather, it attempts to make a solid public perception into a gray issue. Crisis PR is not a proper and above board Yale debate. Rather, it is gorilla warfare in the jungle of public opinion. Most news publications -- whether Christian or secular, newspaper or magazine -- are fundamentally a business, not a public service organization. Reporters might try to portray themselves as surrogates of the public good, but the primary purpose of a media organization is to make money by packaging news to build readership or viewership. Media often have a vested interest in catastrophic issues because they make news.

Information spreads from media to media, and a sharing of news information is almost inevitable. This is particularly true in our current Internet age, where any article written becomes part of a permanent database which can fuel stories for years to come. Internal communication is vital during a period of crisis. When employee morale is up, an organization can better deal with the crisis, as employee attitudes and dispositions influence other key audiences. Employees are, in effect, the most important publics because their continued support is needed to maintain ongoing sales and ministry. Each employee is an unofficial spokesperson for the organization, exerting considerable influence among attitudes of other publics. Telling the troops the news before they read it or hear about it will in effect cause it to become old news by the time it appears in additional press reports. Facts are the foundation of good communication, but a single statement of facts will not carry the day. Rather, simple accurate messages need to be reinforced over and over through appropriate publicity, promotion and advertising vehicles. When a product or service is under attack, an organization can’t use the benefit of that product or service to mankind or a specific niche group to defend itself.

It is important that an organization take the initiative, and not be forced into a reactive position. Getting in front of a potentially damaging story is the best way to manage it. It is imperative that all organizations involved, if there are more than one, speak with one voice, coordinating the communication process to properly represent all entities and interests. In so doing, representative spokespersons can never counter-attack a writer or a medium, only counter-attack misinformation. At the early stages of the crisis, more important than what a spokesperson says is what he demonstrates -- a concern for the issue and the people involved.

ORGANIZATION United Front In addressing a controversy, it is imperative that the organization(s) show a united front and speak with one voice. Though each organization or department within an organization will have representative spokespersons who can address their parochial interests and perspectives, a communications hierarchy should be established to collectively represent the consortium. Crisis Management Team To properly handle the corporate posturing and positioning in a crisis, a crisis management team should be established consisting of appropriate representatives of each of the important departments within the organization, or representatives of each organization, to cover proper response in all applicable areas. Public Relations Policy Statement In consideration of a public relations policy statement, it is important not to let the media force the organization into a premature announcement. If research or development is ongoing, it is important that the work be completed, and the organization can only speak to the process, not the product, until such time as work is concluded and a definite announcement can be made.

Often, if there is no historical precedent to a specific crisis situation, the challenge becomes education-- convincing the media, any applicable trades and the general public of the credibility factors which have now become organically associated with the organization and/or product. Now, the challenge is an informationprocess which can draw on the same educational resources and training, reinforcing -- rather than reprogramming --these points of credibility to appropriate audiences. The object of the public relations policy statement is therefore to educate and inform as well as state the organization’s viewpoint/response.

STRATEGIES In determining frequency and complexity of the marketing and communications efforts toward negative publicity, it is imperative that an approach be implemented which: ØCommunicates quickly and positively regarding negative publicity without becoming repetitious, slanderous or pushy ØMakes the most of each communication vehicle without overexposing the public ØKeeps each exposure as simple but as effective as possible, by presenting the organization in a way that the public can easily understand ØRadiates corporate concern and outlines what actions will be taken (or not) to address or alleviate the situation that has brought about the negative publicity ØProperly times the response to occur before negative publicity has realized maximum impact, but not ahead of public/consumer reaction ØOvercomes the credibility differences between non-marketer negative stories and organizational responses to them

ØDiscerns whether to contain the story in the Christian media or “up the ante” to appropriate secular media which could relatively position the organization and/or product and increase awareness among the general public Working closely with organizational leadership, the PR staff should implement the preceding objectives through the following initial and ongoing strategies: Ø Implement a synergistic, multi-faceted communications program utilizing publicity, promotion, advertising and special events to project the organization’s message points to prioritized publics Ø Educate the media and ministry gatekeepers and inform the consumer about the organization’s commitment to the quality of its product/service Ø Pursue one-on-one personal audiences to neutralize high-profile critics; preempt potential criticism from authoritative sources; qualify ministry alliances and personal endorsements; and reinforce relationships with partners, denominations and para-church leadership, if applicable Ø Conduct market research to identify perceptions of the organization/product among key publics Ø Develop a battery of collateral and communications materials to restore trust and confidence in corporate credibility and product viability Ø Develop an exciting news perspective for the organization and/or product with a leading edge perspective which the media will seek, defining issues, rather than reacting to them

STRATEGIC PLAN A strategic plan in time of crisis should include the following elements: I. Summary of historic strengths and credibility of the organization II. Determine the Goals in Handling the Overall Crisis Ø Bolster employee morale Ø Stop rumors and misrepresented facts about the organization/product Ø Increase credibility of the organization/product Ø Privately address current critics Ø Diffuse potential critics through dissemination of appropriate information Ø Maintain media credibility by taking initiative to communicate the organization’s/product’s story with key publics Ø Solicit endorsements from key “Bellcows” and gatekeepers Ø Develop an aggressive communications program to create a high profile at any trade conventions or large gatherings in the industry

Ø Be prepared to escalate the media liaison and presence to include awareness in the secular media and position the organization/product in its best light

CORPORATE PREPARATION In any corporation undergoing a crisis, the organization can take the following steps to help be prepared. Spokesperson Identification/Training To control the messages conveyed regarding the organization, it will be important to identify key spokespersons who can speak authoritatively for the organization and/or product. Potential spokespersons should be selected from key leadership within the organization. As previously stated, it will be imperative that the organization speak with one voice, by reinforcing collective message points and supporting the vital role each person or department plays in the process. Spokesperson participation should be prioritized to media interest or the level of response required. For example, if media interest or inquiry deals with the manufacture of a product, an executive from that branch of the organization should be selected. Sometimes it is necessary for these spokesperson to be trained. Seminars are available, from one day in length or longer, covering all essentials on how to present to and deal with the media and general publics.

COMMUNICATION STRATEGY A communication strategy should also be developed, including the following elements: Communications Audit The initial priority should be to conduct a communications audit to evaluate all current materials for consistency in message points, strength of response and extent to which they can clarify facts. The goal of the audit will be to assure synergy of all communications vehicles reinforcing each other to create an integrated and cohesive presence. Additionally, every communiqué should go beyond its primary and immediate goal of informing about the product or issue and reinforce the other aspects of the organization. Cease Fire At this stage, it seems prudent to sanitize all references to any specific media vehicles in any response materials rather than fueling a debate. The organization needs to take the high road and seize every opportunity to make positive points for the integrity of the product and the credibility of all of the organizations involved.

Terminology It would also be a good idea at this point to determine if there is any terminology which could be considered inflammatory or would continue to remind the public of accusations made. New words should be selected to represent the previous ideas in a way which will not “push the hot buttons” of the public. Focus Group Research Research is an effective tool in determining public opinion about an issue. Focus groups, a division of research, reveal which messages work, which ones hurt, and which messages simply waste time and money. In order to make direct mail, advertising and public relations efforts effective, research into the scope of the crisis as well as popular opinion is vital. There are a number of Christian population segments which could provide valuable information. Focus groups should be gathered among pastors of large metropolitan churches, and small rural churches. They should be held among other groups as applicable, such as bookstore owners, salespeople, seminary professors and para-church organization leaders.

Focus group participants should be asked important questions, such as: Ø What they have heard about the organization/product? Ø What do they perceive as the biggest concern with the organization/product? Ø Which issues are the most important to them? Ø How would they like to see correction taken? Not only will research ensure that the communication dollars are well-spent, it will also provide a way to document measurable results during and at the conclusion of a combined campaign. More importantly, it will guarantee that appropriate message points are incorporated into all communications vehicles. Message Development It is imperative to develop strong key message points to be communicated to various audiences. These message points will emphasize the philosophy of the organization, as well as important information about the product/service in question. These points will be incorporated into various communications materials, and when appropriate, used by spokespersons for print and electronic media interviews. Newshooks Similar to the message points previously discussed, newshooks can also be developed, which serve as the basis for news or feature story development. Targeting Messages to Audiences In addition to identifying and prioritizing appropriate publics, it is important to tailor messages to them. These include a breakdown according the following categories: Ø Those who must respond (activists): These include those most vocal in their criticism of the organization/product. The object here would be to contain the damage, neutralize their influence and perhaps win them over by an understanding of misrepresented facts. Ø Those who must comment (advocates): These include key leaders within the organization as well as those who have spoken publicly on behalf of the organization/product. Equipping them with appropriate facts and providing them with an arsenal of communication tools will enable them to factor those points into their communication.

Ø Those with a critical need to know: These include employees, Board members and management of the organization, denominational bellcows, and other key publics such as CBA retailers, donors, academics, industry conventions, and pastors. Ø Christian and secular media: These include talk show radio, Internet activity, Christian magazines, CBA trade publications and local newspapers, to list a few. Media List Development A media list is the foundational tool for all media liaison. A customized, tailored media distribution list for the organization should be developed to include national religious and appropriate secular media as outlined in the target media list earlier in this proposal. These media contacts will be supplemented with key individuals and groups important to the organization, including its existing media list, Boards of Directors, etc., whose support is key to its continued success.

COLLATERAL MATERIALS Materials Development A prioritized list of collateral materials and information pieces should be developed, which will be available for immediate use in follow-up with media or important constituencies. Media Information Kit -- A communications kit needs to be created, suitable for wide distribution to both religious and secular media (as appropriate). This piece will supplement existing materials by combining all available information into one flexible package. The package will serve primarily as an educational vehicle for the media. Specifically, it will consist of a specially designed generic cover and two interior pockets into which a variety of information can be placed. Inserts can be added or deleted for specific application to all local, national or regional media, churches, donors, retailers or other participating organizations. As new priorities are set, new projects are implemented or additional personnel are involved, these inserts can be customized, making it a cost-effective communications vehicle.

Spokesperson Media Relations Guide --A spokesperson media relations guide should be developed for official spokespersons dealing with the media as well as anyone who might have to provide information to external parties regarding the controversy. This media guide would provide appropriate representatives with a ready resource for anyone having to address the nuances of the issue. Brochure -- Though corporate and products brochures abound, it is recommended that consideration be given to a brochure which puts forth the positive message of the organization. Per Inquiry Materials -- All materials disseminated in the initial stages of the controversy should be consolidated to create a comprehensive package which supplements the media kit and pro-actively addresses specific points of concern without fueling the fire. Training Materials -- In addition to a specific mailing to the organization’s representatives, training materials should be developed for employees to reinforce credibility and trust in the organization and/or product.

COMMUNICATIONS CHANNELS Publicity Typically, publicity in a crisis situation is one-sided reporting, based on statements by mis-informed individuals. In an effort to reframe the picture and present an accurate account of the situation, a spirited and multi-faceted publicity campaign should be launched to saturate the Christian and secular markets (as appropriate) in support of the stated objectives and strategies. COUNTERING THE ATTACK Issues Management National religious and secular news media should be monitored to identify publicity opportunities and to keep abreast of related issues, studies, statistics and potential applications or analogies. All opportunities to make positive statements by an organization spokesperson should be seized. Two-Phase Media Blitz: Initial Christian Saturation, Followed by Secular Penetration if Warranted

Immediately upon completion of media materials and spokesperson training, an aggressive media blitz should be launched on behalf of the organization. Opportunities should be sought for news and feature story placements, as well as interview opportunities for spokespersons and selected endorsers, making them and the organizational spokespersons virtually omnipresent in the media. Components of a media blitz include: Initial Press Release Press Conference Press Conference Express Virtual Press Conference Periodic News Releases Editorial Placement/Feature Story Development OP-ED Pieces National Christian Periodicals Christian Radio Public Service Announcements (PSAs) Christian Television National Secular Media Liaison Media Event

Promotion INDUSTRY PRESENCE The organization in crisis needs to emerge from its silence with a position of strength and confidence -- not to be perceived as cowering to the critics and gatekeepers, yet always positively communicating its position without negative assault on the naysayers. In order to establish that identity, a number of promotional elements should be used which, in tandem, will communicate the desired positioning of the organization to its publics. Credibility Tactics Advisory Board Development An Advisory Board should be developed for the purpose of: Ø Lending credibility and name recognition to the organization/product/service Ø Building alliances with potential or former adversaries Ø Serving as expert in the industry, exercising principles which the organization is responsible for literally following

The Advisory Board would be by invitation, comprised of Christian leaders who are industry gatekeepers and longstanding supporters of the organization, some of whom may be fence-sitters amidst the current controversy, and who may be informed/convinced of the integrity of the organization and product/service during one-on-one meetings. In short, they can become the “Good Housekeeping Seal of Approval” to put to rest any fears or concerns among fellow pastors or the general Christian community. One-on-One Visits with Key Gatekeepers Pastors and ministry leaders are the key gatekeepers for presenting a positive, accurate message to the average Christian consumer. But who are the gatekeepers for this group? Denominational leaders, seminary professors, and other prominent leaders within their spheres of ministry often occupy this role. The organization will need to conduct one-on-one meetings with these gatekeepers as soon as possible as a way to honestly and straightforwardly answer any questions and concerns these individuals may have and correct any misinformation. This can also be a positive time to ask how the two organizations can assist the leaders in the future as a stepping stone to building long-term relationships.

CBA and NRB Seminars/Symposiums Many CBA and NRB attendees are gatekeepers to a large percentage of buyers of Christian products/services. Their support is critical when it comes to marketing. A seminar or symposium on the product/service would provide an opportunity for extended discussion on the issue. Those in attendance could ask questions and hear direct responses to their concerns. In addressing this vital public, top organization officials along with the several members of the Advisory Board need to address this group. Additionally, well-prepared materials addressing questionable areas, quotes from supporters and samples, if applicable, should be presented to those in attendance. Other Industry Forums People often rely on pastors’ and other ministry heads’ recommendations when purchasing products/services. It is essential that this group is receiving updated, correct information regarding this issue. Pastoral conferences and denominational gatherings become important events to target through booths, give-aways, etc.

Partnerships CHRISTIAN COMMUNITY PRESENCE Partnership with Christian Outreaches Often, the organization is already in relationship with various para-church type groups. It is recommended that such existing relationships be fostered and new ones be formed in order to increase name recognition and positive opinion among these groups’ members, donors and followers. Commitment to Christian Stewardship If the organization is involved in giving profits or products to worthy causes, this should be highlighted, especially if it is a little-known fact. This will increase good will toward the company in the public mind. If the organization is not involved in such a commitment, it should consider doing so, especially in an area related to the crisis issue. Christian Schools Christian schools are supported by active Christian families who have an abiding interest in a variety of issues. Christian educators are key gatekeepers to this highly involved segment of the Christian community. Opportunities should be pursued with Christian schools such as the following:

Ø Offering a complementary curriculum, exercises, study guide and debate strategy with regard to the current issue, to be used at whichever grade level and in whichever subject area seems most applicable Ø Developing a point system for students/families/teachers, etc. to encourage product/service use through their school. Purchases will be made with a school code which will credit the school with points redeemable for products/services and teaching tools based on their level of participation Local Churches/Pastors The NIV group should seek ways to gain exposure among this influential group, whose personal credibility within their own congregations make them powerful advocates or foes, based on their knowledge and understanding. Ø Host conferences across the country, where they can directly expose pastors to the organization’s product/service and positioning Ø Pastors’ Appreciation Month -- a benchmark for pastor communication Denominational Leaders Denominational leaders are also key gatekeepers to specific segments of the Christian community. The organization should plan to be represented at denominational conferences/conventions throughout the year/season.

Christian Consumer Christians are now estimated to be a full 39 percent of the overall consumer market. The following value-added dimensions of the overall strategy will continue to solidify the dependability and reliability of the organization in the hearts and minds of the Christian consumers. Message points should be developed which will appeal to the Christian consumer. Direct Mail To General Constituents -- Strong consideration should be given to specific direct mail pieces geared toward the organization’s sales/donor list. Focusing on the strengths of the organization, the pieces can serve as a forum to tell the organization’s story and provide a channel for pastoral response. Direct mail pieces may include a video, CD-ROM, pamphlets, and other items which address the issue and present a positive look at the organization’s leadership, prominent ministry/church leaders, and other relevant individuals. To CBA and Christian Leadership -- This piece would inform gatekeepers, ministry leaders and appropriate pastors of the salient points of integrity and credibility to counter misinformation they may have heard. However, it would need to be presented in a positive, rather than a presumptuous or offensive way.

To Pastors -- Maintaining consistent and frequent contact with senior pastors will be mutually beneficial. During the focus group phase of information gathering, ask pastors what kinds of materials/tools they would consider valuable and would be interested in receiving through the mail. The contact should be monthly or bi-monthly, and should contain helpful tools for pastors at absolutely NO COST. Examples of items which pastors may desire would include sermon illustrations, tidbits about recent discoveries, videos on particular subjects, etc. Paid Space and Time ADVERTISING CAMPAIGN A series of print and broadcast advocacy ads should be designed, as appropriate, with assuring headlines and notable spokespersons/endorsers making positive points for the integrity of the organization and its product/service. Targeted Christian Publications -- It is recommended full-page monthly ads be run for a certain period in a coordinated campaign, to appear in popular Christian magazines such as Christianity Today, Charisma, Moody Magazine and New Man.

In addition, Evangelical and mainline denominational publications should be considered as additional value for print dollars.

Christian Radio -- A Christian radio saturation campaign should also be run simultaneously during the print campaign in top U.S. Christian markets, with variable length and frequency, depending on the issue and depth of crisis.

Television -- It is recommended that television be considered carefully before advertising time is purchased at great expense. Who are you trying to reach, what is your message, would it succeed?