Presentation on theme: "THE NATIONAL ASSOCIATION STATE VETERANS HOMES SUMMER CONFERENCE Crisis communications and media preparedness - speaking for your state home during a crisis."— Presentation transcript:
THE NATIONAL ASSOCIATION STATE VETERANS HOMES SUMMER CONFERENCE Crisis communications and media preparedness - speaking for your state home during a crisis to manage the message and your reputation Elizabeth L. Boineau E. Boineau and Company Charleston, S.C.
“Man is not imprisoned by habit. Great changes in him can be wrought by crisis- once that crisis can be recognized and understood.” Norman Cousins
Agenda part one: Overview – what is a crisis and what is crisis management? What not to do- Bob Newhart style Media relations test Do’s and don’ts of interviewing Crafting and developing your message Connections and bridges
Agenda, part two: Sample real live scenarios Worksheet -News interview checklist Worksheet - Media scorecard/post interview assessment Handouts for “leisurely” crisis prep reading Q&A. and that’s a wrap!
CRISIS MANAGEMENT Crisis –an unplanned event which triggers a real, perceived, or possible threat to life, health, safety, financial status, the environment, or the organization’s credibility. A crisis will present a greater test of your public relations skills than any other time and the way the incident is dealt with will often determine the credibility and integrity of the organization, both of which can be destroyed or damaged within minutes.
Most organizations fail to handle a crisis well for several reasons: No cohesive plan, a crisis management team, or single spokesperson in place before the crisis occurs Not reacting quickly enough –within 24 hours -however, the first two hours are most critical Not confronting crises head on Not anticipating- just reacting Not remaining calm
WHAT NOT TO DO: BOB NEWHART STYLE http://vimeo.com/32207413
MEDIA RELATIONS TEST Test what you know, learn what you don’t Circle all that you think may be correct- we’ll review together in 5-7 minutes.
DO’S OF INTERVIEWING Have three messages with examples that you want to get across. Practice Q and A with a colleague before the interview. Use bridges to get to your message. Examples:The real issue is…..let me add…. A common concern is……. I’m often asked …….
DON’TS OF MEDIA INTERVIEWING Let the interview end without getting your message across. Say “no comment” or anything you don’t want to hear on the air or read in print. Be afraid to ask a question again, or to stop and start over again
WHY MISTAKES HAPPEN Not being prepared Using jargon Answering when you don’t know the answer Saying no comment
CRAFTING AND DEVELOPING YOUR MESSAGE Prepare three key messages you want to get across about your organization, its strengths Differentiate your offerings, your brand set aparts Support with facts and stats, called “proof points” that help to validate your position, and not sound like an ad headline
CONNECTIONS AND BRIDGES The real issue is… The area of greatest focus should be… That’s one way to look at it– but here’s something to consider I’m also frequently asked about…. It may be worth considering…
NEWS INTERVIEW CHECKLIST Record while it’s fresh What were the most important points you got across? What questions were you relieved to get? Which ones did you dread or feel unprepared for? Did you use bridging effectively? Did you check the story online for accuracy?
REAL LIVE SCENARIOS Now for a little practice- the following situations could and have occurred at similar facilities. Let’s review and discuss how you would handle when the media comes calling.
SCENARIO ONE- JAY Jay was a 65-year-old resident admitted for a physical rehabilitation assignment from a brief stint at the hospital after suffering a fall at home, injuring his left leg and arm. At your home, he suffered a fall getting up from the dining table. After two weeks of bed rest, the nurse got him out of bed and noticed a stage IV pressure sore on his sacral area that had necrotic edges, was draining a brownish fluid and exposed muscle and bone. She also noted he was running a moderate to high fever, had the chills, had general discomfort, loss of appetite with nausea and was disorientated. The medical chart revealed that the nursing aides had not been following the turning program and that skin assessments had not been conducted over the preceding eight days. His family has called the media and you’re in the hot seat.
SCENARIO TWO- BEN Ben was a 90-year-old nursing home resident with a primary diagnosis of dementia, incontinence, diabetes, osteoporosis and a history of falls. His family admitted him to the home one year earlier thinking that he no longer was able to care for himself. He had several falls at home, fortunately none of which resulted in serious injury. When Ben was admitted to the nursing home, he weighed 170 pounds and was 5 feet 8 inches tall. Six months later, Ben’s physician placed him on a feeding tube due to significant problems swallowing. Ben lost 50 pounds over the next six months and was at120 pounds. Because of the weight loss, he was susceptible to pressure sores and showing early signs of a stage I sacral pressure sore. He was admitted to the hospital where it was determined that his feeding tube had been connected incorrectly and he was not receiving the proper nutrition and hydration. Further, his nursing home chart revealed that his urinary output was not being monitored as required by policy or the physician order care plan. The feeding tube had not been properly cleaned either and had been exposed to the urine and fecal matter left on the bed sheets. Ben died ten days later from dehydration, malnutrition and a severe respiratory infection. His family has filed a lawsuit and the attorney has contacted the media to expose the issues at the home. How will you prepare to handle the call?
INTERVIEW PREPARATION Write down three “must air” points you have to make What three questions do you expect to get? What three questions do you hope not to get? Practice some bridging, set up to deliver your “must air” points
POST INTERVIEW ASSESSMENT Did you get your points across? Did they use them? Was the story told accurately by the media? When is it appropriate to call? When they misinterpret or don’t present balanced and fair coverage. Be diplomatic, concerned, polite, but firm. Would you do anything differently?
“I HAVE LEARNED THAT IT’S NOT WHAT ONE DOES THAT’S WRONG, BUT WHAT ONE BECOMES AS A CONSEQUENCE OF IT." Crisis Communications-manage the situation and your message effectively to save image and reputation. Oscar Wilde
THANK YA’LL FOR BEING HERE! Elizabeth L. Boineau E. Boineau & Company Strategic Marketing Communications/PR/Crisis Communications 128 Beaufain Street Charleston, S.C. 29401 www.eboineauandco.com
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