How to survive a media storm

The way an organisation deals with a crisis is often remembered long after the crisis itself has passed. The key to working with the media during a crisis is to be prepared, be direct and be as open as you can.

Plan and practice

Be prepared.
Have a plan in place for how you will react from the moment the telephone rings.
Identify the crises most likely to affect your organisation and develop 10-point checklists of the first actions you will take in response.
A designated spokesperson - usually the most senior person in the organisation, to show the issue is being taken seriously - must be made available for media comment.
But put the right person in front of the camera. Any negative perceptions that result from a nervous performance will be very hard to shake.
Someone in the organisation with constant access to the designated spokesperson must be on call to the media 24 hours a day for the duration of the furore.
Have contact numbers on hand for key government personnel and media and also an external issues management consultancy, should it be required.
Make a list of other potential key stakeholders and their contact details.
Have a crisis team in place, including the spokesperson, the senior manager (often the spokesperson), the staff member with the best knowledge of the subject matter, a lawyer, an insurance advisor, a logistics person to assist with organising a press conference venue and other resources, and a communications specialist - preferably backed by an external advisor who can bring an outsider's perspective to the issue.
Have on hand the details of grant recipients and the background to grants.

Speak out - quickly

Provide journalists with clear and credible background material - this helps to build a sense of accountability and efficiency.
Ensure the designated spokesperson has undertaken media training so that they are comfortable standing in front of a camera and responding calmly to questions.
Training should enable the person to provide succinct "grabs" that summarise an organisation's position in a single phrase. They should be able to insert this message regularly, even when the media might be taking a different tack.
Every minute counts. You can completely lose control of an issue by letting even 30 minutes slip.
Being mentioned in a story without your point of view being included can make it very difficult to achieve a balanced story later in the day.

Get your message right

Clear lines of communication within your organisation are vital.
Never get angry or defensive with the media under any circumstances. If you do, you will appear to have something to hide.
Never say "no comment."
Do not avoid disclosure. If something goes wrong, there is no point in hoping that it will remain secret. Exposure will be only a matter of time.
Never blame other people (or the media for blowing an issue out of proportion) when your organisation is at fault.
If legal or insurance requirements prevent you from admitting liability or fault, you can still express sympathy, empathy and regret.
If damage to your reputation may be more costly than any legal fallout, you might decide to admit fault and issue a genuine apology as soon as possible.
If your organisation is a government body, it may be useful to refer the problem to an independent review or inquiry as soon as possible, as a circuit breaker.

Pick up the pieces

Once the dark clouds have blown over, take a step back and look at how you handled the media storm.
What worked and what didn't'?
Review your relationships with key stakeholders and the media to see what you can do to strengthen them. It is vital to establish good relations in the good times.
Restore confidence using public relations and advertising if your brand has taken a hit.

What to do when the media comes knocking

Admit there is a crisis.
Decide who will be your organisation's public face (ideally this should have been decided previously).
Release as much information as you can, as quickly as you can.
Say only what you know to be true. Don't guess.
Challenge information you know to be wrong.
Show concern.
Avoid personal slanging matches.
Ban the words "no comment."
Don't run from the cameras. It makes you look as though you have something to hide.
Stay calm under pressure, or swap places with someone who can.
Consider bringing the media into your organization. This demonstrates that you are being proactive in dealing with the crisis.
Talk in everyday, easily understood language. Avoid jargon.