Security and news media organisations are exploring how they can collaborate to raise awareness amongst frontline security industry personnel and journalists about each other’s jobs and the roles they play in public spaces.

Journalists have reported a notable rise in incidents involving security personnel being “heavy-handed” in trying to prevent journalists from doing their job since the start of the COVID-19 pandemic.

In many instances journalists say that whilst they have been stopped, members of the public have been allowed to continue with their mobile phones.

Dominic Cooper from the Chartered Institute of Journalists (CIOJ) says they are concerned about the increasing difficulties between photographers and frontline security staff. Photographers attending events regularly find themselves challenged by guards tasked with restricting all media activity, and situations can often escalate to a point where confrontation becomes almost inevitable.

“We are seeing more incidents of assault on media staff. This is untenable and the problem needs to be addressed as a matter of urgency.  It is unacceptable that anyone should be stopped from doing a perfectly legal job, even more when they are assaulted for doing so,” he said. He explained that these difficulties often arise when security staff have been instructed to stop journalists, photographers in particular, from doing their job. Yet they don’t seem to know that it is not an offence in the UK for a journalist (or member of the public) to photograph or film in a public place.

The Metropolitan Police Website is clear: “Members of the public and the media do not need a permit to film or photograph in public places and police have no power to stop them filming or photographing incidents or police personnel.”

Identifying bona fide journalists

There are a number of reasons this is happening, including the rise of fake news, mistrust of journalism encouraged by certain political leaders and a general lack of knowledge about the role of journalism in a democratic society like the UK. Jason Parkinson, a freelance video journalist who has worked both internationally and in the UK believes it is getting increasingly difficult to separate the bona fide journalists from people who turn up at protests claiming to be members of the press. “Proper journalists abide by a clear code of ethics as to how to behave and what they can and can’t publish. These people call themselves journalists, start yelling they are press and then film the reaction of security and police officers. They then publish their material online without any context or knowledge of press law. Security and law enforcement see them and think we are all bad,” explains Jason.

Jason describes being confronted by security staff on numerous occasions – including at a photocall on London’s South Bank where he and others were poised to film the unfurling of a protest banner on Westminster Bridge. He is now actively campaigning to raise awareness about the problems journalists face when out reporting and welcomes initiatives to try to resolve the problem.

“When trouble kicks off, the press show up. However, so often we find the security teams are not trained enough and don’t know what the law allows. They are thinking they are doing the right thing – but they are not.”

Security staff, in turn, have on occasion had to deal with ill-mannered and aggressive journalists and photographers. Tempers can rise and increasingly security personnel are unwittingly finding themselves in the media spotlight – especially since the advent of social media.

Collaboration between the security and journalist organisations

International Professional Security Association (IPSA) Chair, Simon Pears, is fully supportive of creating collaboration within the security industry and with the wider media/ journalist organisations so that a beneficial relationship exists between all parties. They have already had talks with the CIOJ and the National Union of Journalists (NUJ).

He agrees that part of the problem is security officers are following what their clients have told them to do and is calling for contracts to have clear protocols in place from the start to ensure that journalists and the media are treated fairly and within the realms of the law.

“We are looking forward to highlighting the importance of both the security and media roles, the protocols that should be followed and working towards greater recognition to identify legitimate journalists as they go about their legal business, and at the same time guiding and coaching the frontline security teams to prevent misunderstanding and frustrations.”

The Security Institute Chief Executive, Rick Mounfield, says they are happy to support any initiatives that improve the relationship between security and the media and are offering ways of bringing stakeholders together to come to a consensus in the coming months. Likewise, the Security Industry Authority is also looking at how they can support improving relationships through training and raising awareness.

Strengthening the UK Press Card

Journalists and the media organisations representing them believe one way of helping both sectors is the strengthening of the UK Press Card which is carried by most bona fide journalists. Whilst it is not a requirement for a journalist to hold a Press Card to carry out their work, it does help security personnel identify professional journalists who must adhere to a strict code of ethics.

Dominic Cooper says: “Security personnel need to be aware of the Press Card’s existence, what they look like, who carries one, and what the law is in terms of their limited powers. As with any sector, if a journalist IS behaving badly there are procedures and guidance as to what to look for if they do want to make a complaint about them.”

Dominic concludes: “There need to be clear guidelines as to what security staff are, and are not, allowed to do. If they are asked by an employer to stop journalists from doing their work, it should be pointed out that the request is illegal.

“We hope to work with the security industry at all levels to produce guidelines about what staff can and cannot do and encourage better working practices on both sides of this issue; it is in everyone’s interest to get it resolved.”

Identifying a UK Press Card

Each card has a UK Press Card Authority hologram, the logo of the employer or issuing gatekeeper, is Smart Card enabled and has a serial number matched by a pin or password known to the card holder. Cards can be verified by calling a special hotline number. The card is formally recognised by all UK police forces,  the Ministry of Justice, and de facto by other public bodies.

Anna Averkiou

Journalism TV Radio Online Training Media Strategy Crisis Management

www.averkioumedia.co.uk

Read more articles from Anna Averkiou

Read more articles on Security Management

Read related article Preventing second-hand news in a crisis

The post Security and News media collaborate to raise awareness appeared first on City Security Magazine.

Protecting personal data is now a top priority alongside physical measures needed to help people feel safe. How do you protect your reputation when their details are stolen from you?

How much personal information would you be willing to give away for a pint and a bhaji?

Suddenly, in the COVID-19 world in which we now live, surveillance and monitoring technology will be vital in helping to thwart the virus – and against our better natures we are being forced to give away basic details just to be able to do day-to-day activities such as visiting a restaurant or pub.

The hooha around the adoption of the EU’s General Data Protection Regulation (GDPR) in 2018 meant the public became far more aware of how their data could be used. Certainly, in the UK, the ever-increasing number of cyberattacks on organisations and individuals have given rise to a noticeable reluctance to share details because of concerns about security.

Your data is valuable

Data is big business for hackers, particularly sensitive health information. According to CISCO’s Benchmark Report 2020, the number of organisations reporting reputational damage from data breaches has risen from 26% to 33% in the last three years. As we’ve seen with high profile attacks, it is not so much the breach itself but the way in which it is handled that can rapidly turn it into a reputational and financial disaster.

When Uber realised that hackers had accessed personal data of 57 million customers and drivers in 2016, they made the costly mistake of trying to cover it up. Instead of reporting it, they paid the hackers $100,000 to delete their ill-gotten gains and keep the breach quiet. Not only did this not work, it was against the law. They were fined £900k by the British and Dutch regulators and suffered a huge blow to their reputation.

The GDPR allows you 72 hours to disclose the breach and fines are now much bigger. Last year British Airways faced a record £183m fine from the Information Commissioner’s Office (ICO).

In addition to losing trust in an organisation, outraged customers will be quick to go online and share their experiences with others. This in turn will attract negative press, impact brand value and result in customers going elsewhere. In Uber’s case, their reputation suffered further when customers launched their #DeleteUber campaign and competitors were quick to challenge their marketplace lead.

Acknowledge the risk of a cyberattack

Data breaches are occurring every day, and all of us – whether an individual, SME or global organisation – need to acknowledge that a cyberattack is almost inevitable. You will not only need IT solutions to protect the data; you also need a robust Crisis Media Strategy (CMS) to help protect your reputation.

When sensitive data is stolen

All your staff should know what constitutes a breach and, as part of your Business Continuity Plan (BCP), should know what to do if there is one. They should also understand the need to communicate what is happening as quickly and truthfully as possible with the help of your CMS.

A section on cyber breaches should have its own templates and procedures for communicating the incident internally and externally, as well as up-to-date contact details for all stakeholders and any external agencies that need to be alerted.

It is vital that you are seen to care about your customers. Once you have contacted them, you need to immediately issue a public statement via your website explaining what has happened, what data has been affected and how you are handling it. Most importantly, you need to explain what customers should do to protect themselves.

Your phonelines, network connections, software etc. can all be compromised in an attack, so make sure you have back-up lines of communication so that you can talk to those affected and they can talk to you. These can include using the press and social media.

Monitor and respond as necessary to any negative online chatter to nip rumour and speculation in the bud. Your CMS should also detail how and when to respond to press inquiries; I recommend as soon as possible to avoid an information gap and ensure that you are the source of the most up-to-date details on the situation. Transparency goes a long way in the reputation stakes.

Tips for the future

Review your BCP to ensure that new cyber risks from increased remote working, video conferencing, personal devices and Wi-Fi and use of corporate emails for social activities are thought through and explained to your staff.

Communication is key to providing reassurance that your customers’ data is safe:

• Make it clear that you are compliant with GDPR on your website and other communiqués.
• Unless you are exempt, no matter the size of your organisation you must pay a data protection fee to the ICO if you collect any personal data.
• Where possible make data security part of your values to demonstrate you can be trusted.
• Let your customers have control over what information you keep, how it will be used, the advantages to them and for how long it will be stored.
• Ensure you have their consent to share it with third parties.

Invest in proper media training and regular resilience tests for all spokespeople and public-facing staff such as telephonists, receptionists and security. A media-trained cyber expert can explain often complex detail in layman’s terms.

As for giving YOUR details to strangers, be wise. If it feels like they are asking for too much, they probably are!

If you are uncertain about GDPR, your obligations and how much information to provide, the ICO website (https://ico.org.uk/) is an excellent resource.

Anna Averkiou

Journalism TV Radio Online Training Media Strategy Crisis Management

www.averkioumedia.co.uk

For further reading on data security, see our Cyber Security category of articles.

The post Protecting your data in the COVID-19 world appeared first on City Security Magazine.

COVID-19 has impacted business in unprecedented ways, and staff and customers are understandably nervous about their return to the “new normal”.

In addition, decisions announced in haste by top brands such as Sports Direct, Virgin Atlantic, Travelodge and Wetherspoons have been a disaster in terms of reputation and customer loyalty. Others, small and large, discovered too late that they did not have a robust or even any semblance of an effective Crisis Communications Plan. They struggled to communicate quickly, clearly and effectively with stakeholders and the media, resulting in misunderstandings, a social media backlash and a breakdown of trust.

The pandemic has also revealed major shortfalls in the way organisations communicate. However, it has allowed them to experiment with different ways of keeping connected even when staff are furloughed or remote-working and business cannot operate as normal.

Staying connected

Despite the gloom, getting to grips with Teams, Zoom, HouseParty and other video platforms has provided much-needed humour and new ways of keeping everyone on board and up to date on how things are and will change. There has been a massive shift in mindset and staff are appreciating a new level of engagement and emphasis on community and collaboration. Return-to-work planning needs to consider this shift towards more digital engagement – particularly as more employees will opt to continue to work remotely.  Equally, posters, emails, intranet, social media, FAQs and the latest official advice pertaining to your sector are all part of the comms mix.

What needs to be said

It’s good to talk – and transparency, reassurance and authenticity are key to any successful communication regardless of whether or not there is a crisis. Think about what YOU would want to know and respond to those concerns in advance by clearly and simply explaining what safeguards and preventative measures will be in place and how they will work with regards to fears over job security, travelling to work, monitoring, cross-infection and visitors.

Weekly briefings should include a message from the CEO and/or other senior managers – and don’t forget to allow for two-way conversations. Employees will appreciate their bosses’ visibility and responses, and some of the best ideas for recovery will originate from staff who also have a vested interest in their organisation’s success.

Getting the tone right is more difficult

Empathy and approachability are replacing more formal and corporate styles of messaging. Some organisations will have to move quickly to develop and achieve a successful balance. No one likes rules, but humour, clarity and facts about why and how things are being done will go a long way to create acceptance, community and enhanced teamwork across the board.

There should also be space for people to express their fears and how they are coping, and a mechanism for quick, sympathetic and practical responses.

All this needs to be clearly spelled out publicly on your website to provide reassurance that everything possible is being done to ensure safety and welfare when back in the workplace.

New skills needed

Such change means new communication and IT skills are needed, particularly for senior staff who need to demonstrate leadership through appropriate communication – whether verbal or non-verbal. Training in body language and presentation skills, as well as the ability to explain things succinctly, appropriately and in a way that will resonate with staff and other stakeholders is essential.

They may also need help in working out which communication platforms suit them best, and how to improve with the ones they are not comfortable with, such as video. They don’t have to be media superstars; thought leadership is effective when being human and real. Practice in a safe learning environment will be of huge benefit to them, their colleagues and the wider organisation.

Staff will also gain personally and professionally from learning how to communicate confidently through key messaging, presentations and written communications.

Crisis communications strategy

If you don’t have one – start creating one now! It should be a key part of any Business Continuity Plan. If you do have one, what have you learned through this pandemic? It will no doubt need adjusting, and any future CCS needs to be adaptable to be able to cope with the inevitable business interruptions caused by cancellations, possible job losses, further COVID-19 outbreaks and even death.

What will you say, and how will you describe their potential impact on services and operations, supply chains and finances?

Whilst social media can be a fantastic way of getting messages out, it is also the fastest way to lose your reputation. Monitoring what is said about your organisation, along with robust procedures to enable you to respond quickly to any negative and incorrect posts, is essential to stop the chatter developing a life of its own, gathering traction and landing you in the centre of a media storm that will be very difficult to get out of. Again, digital media policies need to be looked at and adjusted as needed.

No one really knows what the next year holds, but strong proactive rather than reactive communications will help reassure and build up confidence that all stakeholders’ welfare and safety are at the heart of an organisation’s ethos. This in turn will help to secure future success and even survival in the “new normal”.

Anna Averkiou

Journalism TV Radio Online Training Media Strategy Crisis Management.

Averkiou Media

www.averkioumedia.co.uk

The post Covid-19 communications strategy appeared first on City Security Magazine.

The days of one-way communication in a crisis are long passed. The public expect instant updates and answers and will provide their own if you don’t!

Social media is no longer new – but the recent terror attack in Streatham, South London, has once again highlighted how its use by emergency responders, the public and traditional media outlets in an incident or a disaster is still evolving.

Within minutes live video and photos were being posted of Sudesh Amman being apprehended and shot by police officers – prompting the Met Police to Tweet:

‘Please use common sense and restraint in circulating pictures and videos of the #Streatham incident, including images of the officers involved.’

They urged the public to follow THEIR Twitter feed for the latest updates on the incident, noting they were aware of reports circulating on social media and promised to release facts when they could. ‘Our info must be accurate,’ they explained.

This is all a far cry from the 2011 riots, when the police admitted they were caught on the back foot when it came to understanding how social media was being used by rioters.

Almost a decade later, the emergency services recognise that most people want to instantly tell the world what they have witnessed via social media. In effect it really is just a mass of online conversations – so when an incident occurs you can almost guarantee the media will find out.

As a result, the concept of the emergency ‘Golden Hour’ to make assessments and consider appropriate action has long gone when it comes to communicating in a crisis. In most situations, the speed in which news now spreads via social media platforms requires organisations that might be involved, to acknowledge awareness of an incident within 15 minutes of it first being mentioned, to help reassure stakeholders and the public that they are looking into and dealing with it.

Once mainstream journalists have spotted something is occuring, they will start to trawl social media (particularly Twitter) to see if anyone else is posting about it. They will also check your social media accounts and website – which is why they need to be the first places that you post acknowledgment and subsequent information about an incident.

As more eye-witness photos and videos are uploaded or people express an opinion using #hashtags to denote a conversation, posts will be shared and news reports will start to emerge, which in turn will also be shared. It is vital that you are quoted in those news reports – not only to ensure that information given is accurate – but potentially to lessen any negative impact on your reputation and your organisation’s ability to conduct normal business in the future.

Once an incident is in full flow, you’ll start to see opinion pieces, ‘expert’ analysis and editorials, all of which will start to move higher in internet searches.

Four Phases of Crisis Media

Phase 1 is all about fact-finding. As you are trying to assess the crisis, journalists will also be asking Who, What, Why, Where, When and How?

Phase 2 is more investigative and a deeper dive into what happened as the pieces of the incident are pulled together.

Phase 3 is adversarial, and the search starts for who is to blame – and in some cases this can turn into a witch hunt.

Phase 4 is the search for justice and, as seen with a number of incidents and scandals such as Hillsborough, Grenfell, Rotherham child exploitation, flooding, product recalls etc., the media (on behalf of the public) want a head on a pole – which is difficult whilst investigations, inquiries and legal proceedings are taking place.

People tend to remember what they hear first and last

It’s worth bearing in mind that people tend to remember what they hear first and last. Monitoring social media should already be part of your general media/PR strategy. If set up properly, you will be alerted to any unusual activity and be in a much better place to respond quickly and properly and be the best online reference for yourself in a crisis.

There are a number of monitoring tools available, including setting up simple Google alerts, using free social media dashboards such as Hootsuite, Zoho Social, Mention and TweetDeck to paid-for premium versions for bigger organisations, and more comprehensive listening services such as RiskEye, BrandWatch and Reputation Defender.

Don’t underestimate how assumption and rumour can irreparably damage an organisation and potentially endanger the public and, in the case of Streatham, first responders. Understanding the phases of media interest in a crisis will help you respond quickly, effectively and sensitively to the inevitable upsurge of social media chatter.

Anna Averkiou

Media Consultant, Journalist and Trainer.

Board Advisor for Media Engagement to the Security Institute

www.averkioumedia.co.uk

The post Preventing second-hand news in a crisis appeared first on City Security Magazine.

When BP’s former CEO, Tony Hayward, made his infamous comment about the Deepwater Horizon oil spill, he not only became one of the most vilified men in the USA, his responses have gone down in PR  history as the classic example of how NOT to respond to a crisis.

His poor crisis leadership and apparent disregard of the scale of the disaster – “tiny in relation to the total water volume”; the catastrophic impact on the environment and wildlife – “very modest”; for the eleven workers who lost their lives – “There’s no one who wants this thing over more than I do; I’d like my life back”; and playing the blame game – “Well, it wasn’t our accident”, impressed no one – least of all victims, their families and stakeholders. Nine years on and BP estimates costs of nearly US$65 billion in legal fees, clean-up and settlements.

Whilst the scale of the disaster was unprecedented, Mr Hayward is not the first – and certainly won’t be the last – spokesperson to make mistakes when speaking during a crisis. In nearly all cases they weren’t prepared, didn’t stick to agreed messages, showed very little empathy for those affected and ultimately, cost their organisation money.

What makes a good spokesperson?

A good spokesperson is one who can resonate with their audience whether it is staff, stakeholders or the public. They need to be at ease in front of them – albeit through a camera or microphone – and be able to demonstrate the right amount of empathy, gravitas, knowledge and reassurance to build confidence and trust in what is being done to resolve the crisis. The secret to this is to think about what they would want to know if they or a loved one were affected by the crisis and to put people first.

Key to this is the ability to be concise, speak clearly and steer away from jargon and language that sounds too corporate. It’s important to remember who they are speaking to – and it’s not the media, who are just the messengers.

They need to stay calm, particularly when journalists are asking questions that can’t or shouldn’t be answered in the early stages, such as the cause of the incident and who is to blame. Part of the media’s role is to hold people to account and ask the questions their audience or readers would want answers to – particularly when tensions are high.

Spokespeople should also be prepared to correct rumours and half-truths they know to be wrong to stop their spread via social media.

More than ever before, the main spokesperson needs to be the CEO or the most senior person available at the start of the incident. Where there has been a systems/operational issue, the lead expert in this area would be able to provide more detail and context, e.g. Cyber Security, Health & Safety.

It’s understandable that many people feel uncomfortable when faced with the onslaught of today’s 24-7 media landscape. The danger is when they are so determined to stay “on message” that they lose their authenticity. This results in a loss of confidence and trust in what they are saying – no matter how sincere they might be. Politicians commenting on Brexit with clichés and stock phrases are a classic example of why public trust has been eroded – and “thoughts and prayers” or “our hearts go out” are now so commonly used after a tragedy they are even the subject of video parodies.

It is possible to contract in a spokesperson – and many PR/Crisis Management firms offer this service. However, today’s social media scrutiny will soon identify the person as not being part of your organisation and, in some instances, it could give the wrong impression that you are spinning and trying to hide something, rather than just trying to get messages out effectively.

Crisis Media Training is Essential

It is essential that a spokesperson is crisis media trained so that they can experience what it feels like to be under pressure and understand how to answer and deal with difficult questions. They need to get to a stage where speaking on certain topics or situations is second nature and they feel confident about what they are saying – even if they don’t have all the answers at that particular time. Crisis media training as opposed to normal media training provides a “safe place” to practise adapting their own personal style to the messaging. Good trainers will also help identify good communicators and the platforms they are suited to. They will also help with body language, appearance, eye-lines, tone of voice and dealing with nerves – all of which contribute to the spokesperson’s overall impact. The media and audience will soon pick up if someone is lying or being economical with the truth.

It’s important that the training takes into account your Crisis Media and Risk Strategies and Business Continuity Plan so that it is realistic, relevant and practical. It should also help you to be aware of what you can and can’t say both on a legal and personal level, e.g. naming victims, or how commenting on recovery times could affect your insurance payout.

The Importance of Comms/PR Teams

When a crisis occurs it’s not only an organisation’s reputation that is under threat; the professional and personal reputations of your leaders and spokespeople are also on the line. If you have a Comms Team, they should also be crisis media trained so they understand how to advise and support the Crisis Management Team and spokespeople BEFORE an incident happens. If the worst happens, they will be able to provide briefs, advise on how to present key messages to different stakeholders via different platforms, liaise with the media and filter interview requests as your Crisis Communications Team. I always recommend including your Comms Team and having a journalist trainer in scenario-based exercises to help operational teams understand that they too have a role and are invaluable for ensuring the correct messages get out.

Employees and Stakeholders as Spokespeople

In any crisis, it is vital that your staff and stakeholders know what is going on, at the very least at the same time as the media are informed.

There is nothing worse than discovering your workplace is in crisis via the news. Even with a strict Social Media Policy for staff, many will take to Twitter, Facebook and other social media platforms to discuss what is going on. If they are not kept informed or feel they are not being looked after, their negative opinions could be the biggest threat to your reputation. In today’s culture of fake news, perception often has far more impact than truth.

Alternatively, if those involved feel they are being looked after in a crisis, they can turn out to be your best spokespeople and ambassadors.

First responders, reception and switchboard staff should be given Crisis Media Awareness training, so they understand the media interest and how to respond to it in accordance with your Crisis Media Strategy.

Journalists seeking information are not going to be put off easily and a throwaway remark or comment by a staff member answering a phone can easily be quoted and potentially be used out of context in the absence of up-to-date and accurate information.

Plan ahead

Suitable spokespeople should be identified in advance and given appropriate training to help them to be effective. Media should be a part of any stress or resilience test so that your Crisis Management Team can practise ALL the aspects of a crisis, not just the technical and logistical issues.  I have been part of a number of exercises where the most senior person/spokesperson has refused and then reluctantly agreed to give the reporter (me!) an interview and has realised just how ill-prepared they are for even the most basic of questions.

Ensuring that media and good communications are included in all your resilience planning and investing in proper crisis media training at all levels will enable your staff and spokespeople to develop their communications skills and ensure they are equipped to represent your organisation and themselves in a way that will garner respect, confidence and trust that you are doing the best you can for all concerned in very difficult circumstances.

Getting it right

Richard Branson is undoubtedly a master of crisis communication. Never shy of facing the media in person, he exemplified how a spokesperson should behave and what they should say at both the Virgin Galactic and Train crashes. He rushed to the scenes, was dignified, empathetic and provided reassurance about how the incidents were being dealt with, whilst protecting his companies’ reputations. He avoided the blame game, provided context and most importantly, stayed calm.

In other words, he did what all spokespeople should do – be human. Always…

• Tell the truth
• Research what could go wrong
• Understand the media interest
• Take control
• Be human

Anna Averkiou

Media Consultant, Journalist and Trainer

Board advisor for Media engagement to the Security Institute

www.averkioumedia.co.uk

The post Choosing the right spokesperson to represent your organisation in a crisis appeared first on City Security Magazine.

Some things happen in life that can change your business or organisation forever – not all of them good. If the situation is not handled properly and sensitively, the unwanted media attention could prove to be fatally damaging to your reputation and the long-term survival of your business.

No one is immune to crises and bad news travels fast. It is therefore vital to be prepared and ensure you become the trusted source of information about the incident rather than leaks and conjecture via social networks.

In the past, the default strategy was head in the sand and hope the press would go away. There were fewer deadlines and news outlets. Even if there was a response, it tended to be “no comment” and nothing would be said without the approval of a legal team to protect an organisation from litigation.

In just ten years, the media landscape has dramatically changed, and one smartphone can break a story within seconds on any number of inter-connected social media platforms. Most organisations now acknowledge that crisis media response is key to effective crisis management – but few have truly robust protocols and training in place to help them communicate effectively and appropriately in a crisis. Too often PR teams are not trained or equipped properly to deal with a crisis, particularly in the face of erroneous social media chatter, and the delay in getting approval for any communications risks exposing you to a whole new set of problems – particularly in multinational operations with headquarters on the other side of the world to the incident.

Whereas emergency responders talk of the “Golden Hour” to make assessments and consider appropriate action, the speed in which news now spreads requires you (in most cases) to acknowledge awareness of an incident within fifteen minutes of it first appearing on social media. This will go a long way in setting a reassuring tone from the start and avoiding a public perception that you are not in control or don’t care about the situation.

Meanwhile, newsrooms have whole teams scouring social media for stories. If you ignore journalists’ calls while you’re “getting on with the job of dealing with the crisis” they will obtain comments from eyewitnesses, experts (possibly from rival organisations), former employees – indeed anyone that might help them piece together the story.

Rather than being a nuisance, see the media as an opportunity to get your messages out and control the conversation by being proactive rather than reactive – which rarely looks good.

Whatever the size of your business or organisation, you should have already identified all the possible risks and interruptions to normal business and how to deal with them in your Business Continuity Plan. You now need to think about how they could play out in the media and the impact on your reputation if they actually happened and construct a Crisis Media Strategy containing all the instructions, contacts and templates you and your team need to communicate efficiently, outline what can be said, who will say it, to whom and how during a crisis.

Pre-prepared templates, such as a holding statement and news releases, will speed up the process of putting out comments, updates and safety information etc. It should also contain up-to-date contact lists of all those who might have an interest if there is an interruption to normal business e.g. staff, customers, suppliers, contractors, families, shareholders, emergency services, local environmental agencies, governmental bodies, insurance, nearby businesses, local media and local residents.

Be warned that if you don’t have a social media policy for employees, and the crisis isn’t handled well, negative posts and whistleblowing from staff about how the incident is being dealt with from their perspective could prove to be the biggest threat to your reputation.

Authenticity and consistency are key to successful crisis media management, and you will be caught out if found to be lying. Think about what YOU would want to know if you were affected by an incident in your messaging and when speaking to journalists. People’s welfare should be your main priority, along with reassurance that everything possible is being done and thanking to those who are dealing with the situation.

Suitable spokespeople should be identified in advance; they should be comfortable in front of a camera and be aware of what they can and can’t say in a crisis, for both legal and sensitivity purposes. Crisis Media Training will help to prevent costly mistakes being made during interviews under pressure and prepare spokespeople to address “negative” comments.

A proper CMS is essential to protect your most valuable asset – your reputation. You can’t always predict if and when a crisis will happen – but you can ensure that when the media comes knocking you are prepared.

Anna Averkiou

Media Consultant, Journalist and Trainer.

Board Advisor for Media Engagement to the Security Institute

www.averkioumedia.co.uk

The post Managing a crisis – planning an effective media strategy appeared first on City Security Magazine.