crisis communication

Getting ready for next

How can communicators use the transition from current COVID-19 circumstances as a way of thinking about what is holding us back and what is possible for the next phase of communication in our organisations?

We continue to be living and working in unprecedented times. As part of the recent round of IABC APAC Region meetups during COVID-19, and in working with clients and colleagues in Australia, in the region and globally, I am acutely aware of my fortune. As countries move through their national stages of pandemic response (and other significant challenges) I’ve listened to stories and experiences of other communication and change professionals.

My personal belief is that it’s not the right time to be making hard or universal predictions on what’s next. Instead, here’s a framing tool to consider what to keep and what to leave behind. It’s an exercise I’ve used in other settings and it’s got great potential for asking ourselves and our organisations two questions as we move to whatever ‘next’ is. In this 16 minute discussion, I look at why there is no ‘new normal’, at how communicators can use this time as a way of making choices about their practice and in how that same approach can apply to the communication industry more broadly. I’d love to know your thoughts and to continue the conversation.

How to decide what to keep and what to let go of as we move to the next phase of COVID-19

After the fires: 7 communication tips to help workplaces start the year

A three-part series on communication actions organisations can take now during the response and recovery phases of the Australian fire catastrophe. 

The essentials:

As those workplaces that closed over Christmas and New Year reopen after the break, a few simple internal communication actions will help both the operational and human responses to the current Australian fire catastrophe. The most effective employee communication responses will:

  • Acknowledge clearly any known employee, supplier and customer impacts.
  • Provide up to date operational and policy information, commit to an ongoing process and provide a ‘single source of truth’ for information.
  • Allow for a human response to the situation, and provide resources. For many, this was not a typical break – expect this to be a talking point.
  • Incorporate a feedback channel, along with a process for asking questions and providing prompt consistent responses.
  • Proactively and clearly share any policies and processes for volunteer leave, employees impacted by travel or health arrangements (for example smoke), requests for group fundraising, matched donations or other community engagement. 
  • Recognise that the scale of the situation means that even people not directly impacted may have family or friends who were. 
  • Reinforce the key requests of organisations for donations or support activities (such as encouraging fundraising over donation of goods unless directly sought by an organisation – work with the peak bodies for this).

The long version:

While a great many businesses remain open throughout the Christmas holidays, this is still the peak holiday time for many Australians. The 6th of January will see many people returning to work for the first time since the Christmas break, and will be the first time that many people are coming back into the workplace. It has been an extraordinary summer due to the extended fire emergency across States within Australia, and workplaces will need to take some measures to communicate about this.

Many large organisations, particularly those with workforces in areas affected will already have had to enact business continuity plans over the Christmas break due to some of the disruptions caused by the emergency, either for customers, or suppliers or employees impacted. Banks, telcos and utilities have already communicated with employees and customers.

And many communications teams would have been operational over the break ensuring that employees are kept up to date about operational risks and customer or client impacts. Some organisations also have employees who are volunteers in some capacity and so will have already been managing this. Many businesses have been managing communication as the need has arisen over the past 100 days of fires, but the scale and nature of the impacts over the past weeks have made an impact on all Australians. 

What to do…

For those organisations who have not yet had to manage any direct impacts, there are some key things to manage and communicate with employees as they resume operations this week.

Context

The scale and nature of the events of the past few weeks mean that many people have either first-hand experience of the impacts of the fires or directly know someone who has. 

  • Has your organisation been directly impacted?
  • Is your organisation doing things specifically to support the response or recovery?
  • Do you have employees who have been directly affected?
  • How does your organisation already communicate about issues and emergencies?
  • Are roles clear and information consistent already, and if not, how will this be done? 

These questions will inform what actions are required as well as who within the organisation will need to be involved prior to communication.

Outcomes

Even in response to a crisis, it’s essential to be clear of the outcomes of your communication activities. Three outcomes that would be helpful at this time are:

Build or strengthen capability. Increase readiness for any escalation or additional impacts by using/reinforcing your effective catastrophe or crisis communication approaches. The best time to have a plan in place is before you need it, but this is an opportunity to build the capability as it is required. 

Effective, simple operational information. Whether it’s simply providing information about Volunteering Leave and Health and Safety or detailed information on things your business or organisation is doing to support or in response to the impacts of the fires. 

Recognise and incorporate employee response. Being prepared for an understandable range of reactions to the situation and incorporating opportunities for involvement, discussion and support will reduce confusion, concern and allow employees to have their needs addressed.   

Messages

Each organisation will have different specific messages according to the context, the industry, the geography and a range of other factors, but these are essential:

  • Acknowledgement that this has been an exceptional time – even if the organisation is not directly impacted.
  • What, if any, are the impacts?
  • What does this mean for today and the short term?
  • What help is available to employees and customers.
  • Specific proactive information about leave, employee support, process or customer changes. 
  • How employees can help.
  • How information will continue to be shared.

More broadly, messages will need to be authentic to the tone and style of leaders and managers

Methods

Commit to providing ongoing regular information and provide any updates promptly.

If your organisation is impacted, face to face or video stream is a preferred way of consistently getting the initial messages across, backed up by the other effective channels* in your organisation. 

Use your most effective channels for push messages. If yours is an email organisation, use that. It may be a messaging platform, text or digital signage.

Have a single source of information. Whether you use an intranet, shared drives, internal social media, or a notice board in the break room, choose one place as the single source for information and keep it current. 

If your organisation has internal social media such as slack, yammer, or workplace consider using two dedicated threads or hashtags: one for operational information, policy, process and questions, and; one for general discussion. Doing so allows for a single source of essentials while factoring in the reality of how people are likely to interact.

* It helps to know what channels work within your organisation ahead of a crisis. There is not a magic formula for this as there are significant differences according to size, nature of work, nature of industry, nature of the workforce. Contact the author for more on this. 

Support

To support this consistent approach:

  • Delay non-essential communication. People will not have the bandwidth this week. 
  • Provide extra time and resources to ensure managers can have face time with their direct reports. 
  • Schedule a talk time. This could be combined with a fundraising activity or more organic. Depending on the size of your organisation, it might be possible for everyone to gather, or it might be of a scale where teams need to meet individually. 
  • Provide Employee Assistance Program links.
  • Empower teams to determine how and where support, volunteering or fundraising is offered. Everyone is different and while crisis brings a strong sense of community, there will be different ideas about how and who to support. Factor this into any organisational arrangements early and allow for choice. 

Lastly, this week is also not the time for overt promotion of the organisation’s efforts. Do the things that matter. Communicate regularly and factually. Provide opportunities for people to talk informally and let that flow into constructive contribution.

This is the first in a series of posts to help organisations communicate effectively during the response and recovery phases of this catastrophe. The next post will include more detailed steps for organisations that don’t have a communication team, and the final post will cover ways for communication and leadership teams to manage the ongoing and future situations. 

For additional information or support, please get in touch

Jonathan Champ SCMP is a communication advisor with 25 years experience across a range of sectors. He is the founder of Meaning Business and creator of the COMMS planning method. 

Thanks to Craig Spencer, General Manager Strategy and Performance at Royal Flying Doctor Service (WA) and Jenni Field, Director Redefining Communication for their contribution to the development of this article.

Why I’m shitposting about #scottyfrommarketing while Australia burns

Friends and colleagues, you probably wonder if I’ve taken leave from my senses for the last few weeks. Not those of you dealing with the day to day of the fire emergencies across Australia: I hope you’re ignoring me and getting on with the practical things and staying safe. 

First, I am not living in an area directly impacted by anything other than some smoke and stories from people I know who know people who have had losses – of property, of animals, and in one case, their neighbour’s life. I am this writing from a place of privilege and fortune and as I do my thoughts are with each community affected, those whose losses are real and painful, and with those working to help others in every capacity. 

Where possible, with colleagues, friends and family spread wide, I am attempting to amplify useful information, knowing that at times like this, people directly impacted are listening to their local news, their local authorities, the RFS or CFA or CFS according to state:

http://bit.ly/AusEmergencyWarnings

And I am following the best advice on how to practically help recovery efforts, primarily through cash donation and legitimate fundraising efforts: https://www.abc.net.au/news/2020-01-01/bushfire-relief:-how-you-can-help-frontline-services/ 

I have spent a lot of my downtime on social media being critical of, sarcastic about, and commenting on the performance of the PM during crisis. I’m not equipped to be a politician. I know my limitations. 

So why am I, a communication professional and writer, spending time piling on to the criticism directed to the Australian Prime Minister, Scott Morrison? How does me shitposting and criticising and sharing critiques actually helping while people are still in response mode, wile flames move in, while Defence Force evacuations are occurring in communities that are in states of emergency? 

So what gives me cause to be so overtly critical? What gives me the right to mock #scottyfrommarketing and to pile on with the other critics? In my communication career, I’ve spent a lot of years helping organisations – employees and leaders, recover from bad leadership. Through communication, reputation and culture work, I have seen the residual impact on teams, divisions, departments and whole businesses when leadership has turned toxic.

Much of my communication career has been focussed on trying to help leaders and managers cut the bullshit and communicate in honest, authentic and impactful ways with the people in their organisations. Through listening, through self-awareness, through taking a constructive and humanistic approach. As a certified communication management professional, I am bound by a global standard that includes ethics and truthfulness in communication practice. 

And I’ve seen the damage that non-consultative, directive, ego-driven leaders who are working out their own psychological issues in a way that impacts dozens or hundreds or thousands of employees. 

I’m self-aware enough to know I do not have the disposition, the diplomacy, or the skill to be a politician. But I do know what genuine leadership looks like. What we are seeing from ScoMo to all appearances is a fabrication. 

If during his time as a marketer, Scotty was doing his job, he would have a strong awareness of sentiment. He recently claimed he’s not going to make policy decisions on the back of what people have to say on Twitter. But you can guarantee his team is using every social media analytical tool at their disposal to understand how the tide is turning. At the moment, the responses are crude and rudimentary: attempting to shift the rhetoric and messaging without having to concede policy shifts from the entrenched party positions on coal, climate, cost-shifting emergency response from Federal to State jurisdiction.

And that’s why I am using the critical hashtags and tagging both the Facebook and Twitter accounts for the PM. He shattered his own illusion of not being swayed by public opinion when he chimed in about the firefighter who said ‘he’s not my PM’ being taken out of context. That was enough for him to jump on Twitter to tell his side of the story. It also showed that the messages are getting through from every Quiet Australian who has decided this is not the time to be quiet. Perhaps at some point, through an FOI request, or during a Royal Commission or some other form of inquiry into the responses to this catastrophic season, or when this year’s Cabinet papers are released in 20 years, the effort to monitor and to willfully ignore the views of Australians will be apparent. 

The sentiment is shifting. Other conservatives are finding these positions untenable and unsustainable. When the FT is calling for your head, the markets listen. I’ve said elsewhere in response to the Machinery of Government changes #scottyfrommarketing rushed through in order to beat the Thodey report into the public service that if he was the CEO of a listed company, Morrison’s decision-making would be called into question. 

That was prior to the even more ramshackle and reputationally destructive performance of the last few weeks. Any commercial Board would be assembling their Risk committee and making serious deliberations about the viability of the CEO. Australia deserves better, and despite the banal reassurances of our Chief Marketing Officer, Australia can more than one conversation at a time. Now is not the time for the people in response and recovery mode to be focussed on ineffective leadership but on the survival tasks at hand. But that is no reason for the rest of us, from our privileged positions of safety to not demand more of the leaders who are failing their constituents. 

Okay, now I am ranting. Back to leadership skills. Even the most sociopathic leaders can in the right circumstances be swayed by the things that their minders won’t say to them. 

“When you say ‘we’ all the time, you come across as not taking responsibility”

“You can’t talk your way out of this, you need to show some humility”

“I know you think you are demonstrating strength, but unless you can do it without that grin, you just look smugger”

“You might be hard-wired to deflect and not say ‘I don’t know’ but every time you run the same key message past people without answering the question – even if the answer is ‘you don’t know’, you’re damaging your credibility further.”

“People hate you right now and that’s not some kind of test of wills… unless you rapidly learn to genuinely listen, and not just fake it, you’re going to destroy not only your credibility but also that of the leadership team…”

“You need to understand it’s not about you and what you want to say”

They are paraphrased examples of real feedback that has been impactful with managers and executives in the public and private sector, giving them a moment when they have realised their impact isn’t what they hope it to be.

Scotty would like us to think he doesn’t know – or that he knows best – but let’s make sure he gets some feedback:

www.twitter.com/ScottMorrisonMP

https://www.facebook.com/scottmorrison4cook/

https://www.pm.gov.au/contact-your-pm

https://www.aph.gov.au/Senators_and_Members/Parliamentarian?MPID=E3L

The stories of those with the experience at the front need to be heard – not just nodded at but heard by those in power. The stories of kids who have been afraid of the smoke, or who don’t understand why other people are frightened should move compassionate, capable people. There is wisdom and hope and the real community spirit in those stories. 

We deserve leaders who are capable of paying attention to those stories and adapting instead of pushing their own narrative. 

Disclosure: I have worked as a communication consultant for a number of state and federal government departments and agencies. I am not a member of any political party.

Social Media Club Fail and the perils of scheduled tweets #SMClub

Update: Following the publication of my article, there was formal contact from Social Media Club apologising for the post and acknowledging that appropriate action would be taken, and the original post by Audrey Rochas has been removed from their site

12 hours after the original contact, Social Media Club have apologised and removed the original post by Audrey Rochas

12 hours after the original contact, Social Media Club have apologised and removed the original post by Audrey Rochas

 

Earlier today, the scheduled tweets of the Social Media Club, a loosely organised social media promotion organisation, posted the following tweet:

The offending tweet from @socialmediaclub

The offending tweet from @socialmediaclub

As a communicator, I am interested in community management, effective use of social tools such as Twitter to build awareness and drive engagement.

As a human, I am also interested in social good, including mental health. I have family members who have experienced a range of long and short term mental illnesses, have lost extended family and friends to suicide and my partner works in mental health education. It’s kind of a vested interest, and as such I care about representations of mental illness online, in the arts and in the workplace.

So my ire was already rising when I clicked through to the article, which perpetuates the ‘mutiple personality’ myth of schizophenia throughout. Most offensive however, was the accompanying image of the ‘angel and demon’.

The offending imagery attached to Social Media Club post

The offending imagery attached to Social Media Club post

There is a long history of equating mad with bad, which goes a long way to contributing to the lack of awareness of mental illness, the perpetuation of outdated knowledge and stereotypes.

Am I overreacting? Considering Social Media Club positions itself as an organisation that promotes good online practices, and has over 150,000 followers on Twitter, and 42000 likes on Facebook, it has a substantial potential reach. As people working in communication, marketing and social media, there is a responsibility to perpetuate constructive and factual information.

If there was an editorial process for inclusion of material on the blog, it has clearly failed to pick up the tone and issues relating to the post.

Comparing to 'normal' people is only one of many issues with this post.

Comparing to ‘normal’ people is only one of many issues with this post.

 

If substantially more established communication organisations like Edelman can make errors of judgement when it comes to discussing mental illness and mental health online, it is understandable that a content engine like Social Media Club is going to struggle from time to time.

Particularly frustrating is the Social Media Club’s inability or choice not to respond effectively to the criticism. As their twitter account clearly consists of scheduled tweets, with no editorial owner, the inappropriate link is being repeatedly tweeted with slightly amended wording at regular intervals. (An earlier tip from #SMClub points out that twitter is cracking down on identically worded scheduled tweets, so they are at least following practice here.) Despite multiple attempts to contact members via twitter, the link keeps coming…

Scheduled tweets mean an inability to rectify a problem

Scheduled tweets mean an inability to rectify a problem

 

Resources for mental health awareness

For information on effective social media practices relating to mental health and mental illness, here are a range of resources that will help social media professionals and community managers.

Useful Twitter Tags for mental health resources online

http://reports.youngandwellcrc.org.au/a-better-practice-guide-for-services/appendix/twitter-mental-health-hashtags/

Mindframe Media

An Australian initiative to support positive communication of mental health and illness in media, the arts and online.

http://www.himh.org.au/home/our-programs/community-media-and-arts-program/social-media-and-suicide-prevention

US National Institute of Mental Health

http://www.nimh.nih.gov/health/index.shtml

Mind Charity UK

http://www.mind.org.uk/news-campaigns/minds-media-office/

Sane Australia (including Stigma Watch)

http://www.sane.org/stigmawatch

This is only a small selection; there are extensive resources available.

Watching this space…

Is my response disproportionate? Perhaps. But this is an opportunity for Social Media Club to demonstrate their degree of thought leadership and practical steps to rectifying issues online when they occur.

What an ironic place the social web can be. Only a few tweets further up their timeline is a post on managing a social media crisis. If expertise is demonstrated by actions rather than rhetoric, it will be interesting to see how Social Media Club addresses this issue.

If you are a member of Social Media Club, I encourage you to contact them through your chapter to raise awareness of this issue.

The contact details for the Board and Volunteers are here:

http://socialmediaclub.org/contact-us

Postscript: As of the time of posting, the offending site appears to be down.

 

We're not in right now...

We’re not in right now…

Authentic leadership when it counts

In her final show as guest host of Radio Nation Life Matters, Angela Catterns convenes an excellent program about leadership.

Using the recent example of Queensland Premier Anna Bligh’s performance during the Queensland catastrophes as a springboard for discussion, Angela is joined by studio guests Rosemary Howard Director of AGSM Executive Programs and  Catherine Harris from UNSW.  The session includes an interview with former Prime Minister Malcolm Fraser, and thoughful talkback comments. Covering social, political and business leadership, the discussion summarises a number of the themes and challenges for authentic leadership. Definitely worth a listen.

Podcast and transcript
http://www.abc.net.au/rn/lifematters/stories/2011/3146774.htm
Facebook
http://www.facebook.com/RNLifeMatters?ref=ts&v=wall#!/RNLifeMatters

Anna Bligh’s authentic leadership during the January crises set a benchmark for authentic communication. IABCNSW is hosting a professional development lunch  on Crisis Communication with guest speaker Brisbane City Councillor David McLachlan on 30 March.  Details here: http://www.iabcnsw.com/calendar/15/41-Crisis-Communication-in-the-digital-age.html

IABC communication resources for disaster management

In addition to all the residents, businesses and travellers impacted by the catastrophe, my thoughts are with the communication teams working through the current situation in Queensland and northern NSW.  So many of you will be working through your crisis communication plans and business continuity programs.

If you are managing communications during a crisis for the first time, there are a number of IABC resources that may assist.

The February 2010 CW Online featured Social Media for Crisis Communication:http://www.iabc.com/cwb/archive/2010/0210/

A prior CW Online edition on spokesperson training includes links to some disaster & crisis related resources. Includes links to reactive messaging. http://www.iabc.com/cwb/archive/2009/1109/RelatedResources.htm

If you are an IABC Discovery subscriber, there are a number of case studies that may be useful for the recovery phase. http://discovery.iabc.com/phrase.php?phrase=crisis+communication

Google has established a single landing page for the key official information sources (Government, emergency services, donations).

http://www.google.com/crisisresponse/queensland_floods.html