Improving communication when significant situations occur

The publication of the report into the handling, and particularly the communication, by Lancashire Police in relation to Nicola Bulley provides important reminders for all communication and PR teams. It is important to remember that while the report considers the communication and investigation this is a tragedy that has affected many lives. It is not enough to say our thoughts are with Nicola’s family and friends, because the publication last week will have added to their trauma. This is not some test case but a family’s grief. 

Given the media spotlight on the publication of the report I wanted to read it in detail to identify those points that are important for all communication professionals that may be faced with a crisis or critical incident. Such reports are never going to be able to improve what we do if we don’t look at the learning for PR and communication professionals wherever they are working. 

One of the biggest issues mentioned was the lack of influence of communication at senior levels and that led to advice not being listened to. The report highlighted that advice form communication professionals was not being followed and it recommended that the communication team have ‘sufficient influence and representation in the decision-making process’ in relation to critical incidents. This is not something that communicators can achieve alone as those leading organisations need to be prepared to accept communication operating at a strategic level. It is telling to read in the report “While the strategic insight of the media and engagement team had been available to the chief officer team it was not accepted.”

Reputational risks

Communicators need to be able to raise reputational risks and issues to the highest level to ensure that the right structures and processes are in place to support the response. It is not just operational crises where the plans and processes need to be activated. Make sure that your systems allow issues of reputational challenge and public confidence to be given the same support as the operational emergency. 

Another key point was the media and communication advice that was available to the family at this difficult time. Family liaison officers do an amazing job but are not media experts and need to have that advice available. It was one of the biggest learning points after the Manchester Arena attack. Devoting some media officer support to families facing unprecedented media scrutiny and intrusion is essential. This isn’t just something for the police to consider and should be reviewed by all organisations. How are you planning to provide information to those who are directly affected by what has happened? What processes are in place or ready to be used?

In addition, the report identifies the following:

• The comms team were overwhelmed quickly and needed to have additional support available. I recommend that crisis communication plans include details of resourcing and where it will come from so it can be accessed quickly. 
• Ensure there is a structure in place that will support the management of significant issues and incidents. The police use a gold, silver and bronze structure, but whatever system a business uses make sure that it can be activated to manage significant issues effectively. 
• It is important to listen to external views about the situation, response and communication activity. Put systems in place where customer panels, advisory groups and others can be used to review the approach at key stages. 
• Choose a spokesperson at the right level for the severity and impact of the incident or situation and try to ensure that there is a continuity with the same person appearing if possible. This will help to build confidence as well as assist in building relationships with the media. 
• Ensure key people are media trained and it should be part of ongoing training plans so that new leaders receive training, and it is regularly reviewed and updated. Unfortunately, routine media training was one of the first casualties of the financial squeeze.
• It is vital that we speak first and speak frequently to avoid the gaps that allow ‘self appointed experts’ to jump in. The aim should be to become the trusted voice in relation to the incident and that can only come if you are open, honest and ensure there is an ongoing flow of information. 
• Have a clear plan of how you will attempt to manage the overwhelming nature of social media. This means ensuring that it can be adequately resourced, monitored and that key posts can be identified and responded to.
• Media relationships are still important and should not be overlooked. Over recent years many organisations have focused heavily on developing their social media presence but this should never be at the expense of having working relationships with journalists. It is also important to develop relationships with journalists that are built on trust to avoid being risk averse in working with the media at a time of crisis. 
• Ensure you are checking your own facts so that you don’t add to misinformation, rumour and speculation. If something is wrong make sure you correct it quickly, and keep ensuring the correct information is being shared. 
• Visible leadership is an important part of internal communication and this should be an accepted part of the responsibilities of senior leaders. 

We all need to take a look at our crisis communication plans in light of the points that were raised in the report. Have we got the right systems and processes in place? Could we ensure that these problems don’t happen when we face a critical situation? It is vital that we learn and develop our plans.

Amanda Coleman is a crisis communication expert and consultant, founder of Amanda Coleman Communication and the author of Crisis Communication Strategies. Read the original post.