Jordan-Meier The Four Stages of Highly Effective Crisis Management

How to Manage the Media in the Digital Age
Erscheinungsjahr 2011
ISBN: 978-1-4398-5374-0
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 320 Seiten

From the Japanese tsunami and the Egyptian revolution to the Haitian earthquake and the Australian floods, social media has proven its power to unite, coalesce, support, champion, and save lives. Presenting cutting-edge media communication solutions, The Four Stages of Highly Effective Crisis Management explains how to choose the appropriate language and media outlet to properly convey your message during and after a crisis.

Unveiling the secrets of how to manage the media in a crisis, the book examines how rapidly evolving social media and Web 2.0 technologies have changed the crisis management landscape. It illustrates the four distinct stages of media reporting during a crisis and details the information that must be provided. The author provides readers with a wealth of helpful tips and tools—including guidelines, checklists, and case studies that illustrate best practices in crisis media management. Divided into five sections, the book:

- Examines how the kingdom of news has changed and considers the new hybrid model that is emerging

- Identifies the four distinct stages in which both old and new media report a crisis

- Addresses the use of spokespeople according to the four stages, as well as when to use the chief executive officer

- Discusses media interviews, including how to handle news conferences, bloggers, and the importance of media training

- Considers the communication aspects of crisis management—including how to harness the power of Facebook, Twitter, YouTube, Digg, Wikipedia, Flickr, and social media releases

The book’s resource-rich appendices include a checklist for briefing a spokesperson, sample media release, a step-by-step flowchart for creating a crisis communication plan, and social media policy guidelines. Complete with a detailed guide on what tools to use and when to use them, this book provides the techniques and understanding required to communicate effectively and avoid any potential bad press and embarrassment that could result from information mismanagement.

Jane Jordan-Meier was interviewed about leadership in a crisis and the stages of a crisis in the wake of the Murdoch phone-hacking scandal. She also discusses crisis management planning in The Sydney Morning Herald and in Daily Ovation. She was interviewed in August 2011 by Globe and Mail.

Discover more about the book, including a video of the author explaining how to turn media questions into gold and visit smallbusinessadvocate.com for a series of recent interviews.
Jane Jordan-Meier appeared in a video interview with Crisis Manager Melissa Agnes on July 3, 2012.

Zielgruppe

Professionals and students in crisis communication and management, public relations, and business management.

Autoren/Hrsg.

Jordan-Meier, Jane

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management
• Sozialwissenschaften Medien- und Kommunikationswissenschaften Kommunikationswissenschaften Kommunikationsmanagement, Public Relations
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Public Relations

Inhaltsverzeichnis

Section I Media, Crisis, and New Reporting Tools
What Is a Crisis?

Unfolding Crisis

Crisis is triggered

A Crisis Stops the Show

Case in Point: Virginia Tech

The Role of Media in a Crisis

Social, Interactive, and Everywhere All the Time

Today’s News from Multiple Platforms

Old Media Play a Role in the Social Media Revolution: Social or Leave

Power to the People: The Rise of Hyperlocal News

Mainstream Media Are Still a Factor

Social Media’s Role in Crisis

Media Ethics? What Drives Traditional Media Behavior

Twitter: Is It a Fad or the "8 Bazillion Pound Gorilla"?

Overview

Background

Pointless Babble: A Critic’s Take

Saving Lives, Saving Reputations

Breaking News: Twitter and the Media

The Power of 140 Characters

Rules of Engagement

Section I Summary

Section II Stages of a Crisis
Stage One—Fact-Finding Stage

Stage One Characteristics

Beware the ST Factor; Remember the Context

Remember the Context

Stage Two—The Unfolding Drama

Stage Two Characteristics

Stage Three—Finger-Pointing Stage = Blame Game

Stage Three Characteristics

Stage Four—Resolution and Fallout

Stage Four Characteristics

Section II Summary

Section III Spokespeople—Speed Matters
and Perception Is Everything
Who?

Golden rules

Communication style

To Chief Executive Officer or Not?

To CEO or Not?

CEO s and Social Media

Spokespeople and Social Media

Head and Heart

Role of the Frontline

Guidelines Please!

Training Please!

Summary

Policy Guidelines for Social Media

Can you Facebook at work? Policy first defense against risk

Guide—don’t stop—social media use

Section summary

Section IV Media Interviews—Rules of
Engagement in a Crisis
Understanding Journalists’ Questions

Techniques to Get Your Message Across

Bridging Technique

When You Do Not Know the Answer

Getting behind the Question

Question the Questioner

Give-and-Take in an Interview

Dealing with Difficult Questions

Q = Hypothetical

Q = Loaded

Q = Leading

Q = Either/Or

Q = Closed

Q = Multiple

Q = Guarantee

Q = Question from Hell

Handling Silence

Handling Interruptions

Never Repeat the Poison; Avoid Negative Language

How the New Media Are Changing the Rules for Interviews

Crowdsourcing

Limiting Direct Access to Mainstream Media

E-mail and Blogs

Lights, Camera, Action—The Interview

Before the Interview

Know Your Audience

Know Your Key Message

Practice Your Message

Know Your Media

Know Your Dress

During the interview

After the interview

Television interviews

Dress for the Part

Face-to-Face Interviews

Animation and Gestures

Sound Good

Speak in Stand-Alone, Whole Sentences

Phone Interviews

Radio Interviews

Print Interviews

E-mail and Twitter Interviews

Dealing with Bloggers

News Conference

Managing a News Conference

Media Training

Who Should Be Media Trained?

Stage One

Stage Two

Stage Three

Stage Four

Group or Individual Training?

How Often, How Much?

Section IV Summary

Section V Communication—Rules and Tools
Why Communicate in a Crisis?

Key questions

What to Communicate?

Standby statement

To Apologize or Not—The Role of the Apology in a Crisis

Language in a Crisis—Fall in Love with We; No Toxic Language,
Please

Positive Language, Please!

How to Get Your Message Across

Where? New Media Tools

Overview

Web Messages: Content Brutal and to the Point

Twitter

Media Relations

Protect Your Brand

Hash Tags (#)

Facebook

Facebook Dark Groups

Facebook: The Future

Univision: An Alternative to Facebook—Useful for the U.S. Army

Video (Including YouTube)

Blogging

Blogs Are a Must-Have in Your Crisis Media Toolkit

LinkedIn

Digg

Flickr

Wikipedia

Social Media Release

Social Media Newsroom

Social Media War Room

What Tool to Choose When?

Integrate Social Media into Planning

Monitoring: Your Best Defense in a Crisis

Section V Summary

Appendix A: Guidelines for Briefing Spokespeople

Appendix B: Sample Media Contact Information Log

Appendix C: Sample News Release

Appendix D

Appendix E: Useful Resources

Appendix F: Social Media Policy Resources

Appendix G: Social Media Resources for Crisis Communicators

Appendix H: Things You Should Not Share on Social Media

Appendix I: Wordpress Statement

Appendix J: Social Media Embracing the Opportunities, Averting the Risks

Index

Über Autor(innen)

A former journalist, Jane Jordan-Meier has been at the forefront of media training for 15 years, developing unique and powerful methodologies in crisis media management. From her base in the United States, she works with corporations, government departments, and non-profit agencies in North America, Australia, and New Zealand. She is recognized as one of the world’s top media and crisis management experts.

Throughout her career, Jane has worked at the highest level of strategic planning and communication, including the Australian bi-centennial celebrations and the Sydney Olympic Games. Her clients range from experienced CEOs of global corporations to those doing their first media interviews. She works with organizations in crisis as well as those wanting to raise their profile with positive media interviews. Many of her programs and training have won awards from her peers in the public relations and communication professions.

In the 1990s, recognizing the need for executives to be highly skilled in handling the media, Jane co-established Media Skills, a media training consultancy. With former journalist Susan Templeman, she created a suite of methods for developing and delivering strategic media messages. This led to the development of a unique approach to managing crisis communication. The methodology has been licensed and used by a network of trainers around the globe.

Jane is a frequent guest speaker on crisis communication and media management at conferences in Australia, New Zealand, and North America. A licensed and accredited media trainer and coach, she holds a master’s degree in communication management. She has also taught communication, at both undergraduate and post-graduate levels in Australia’s top communication schools, as well as several professional development courses in Australia, New Zealand, and North America.