Tag: Crisis communications

Communicating During a Crisis

Six takeaways from the U.S. response to the Covid-19 pandemic

In a crisis, nothing is more important — aside from saving lives — than clear, consistent communication. Our present crisis, the Covid-19 pandemic — offers some vivid lessons in Crisis Communications 101.

(1) Take responsibility. Have a plan. Trust is everything.

Leadership, leadership, leadership. At the helm of crisis management is a trusted, credible leader supported by a project team with a designated spokesperson and a group of experts germane to addressing situation, each with a clearly-defined role. This team is the source — through multiple channels — of clear, consistent messaging and regular updates.

(2) Deliver the facts clearly, accurately, and on a regular schedule. (Do not lie, obfuscate or bluster.)

A crisis is not the time to wing it. Don’t lie or offer false reassurance. I understand the pressure to deny the reality of a bad situation. But in the end all is revealed, and it’s just not worth it.

We’ve been blessed in Dr. Anthony Fauci, the director of the National Health Institute’s National Institute of Allergy and Infectious Diseases, who has the credentials (2008 Presidential of Freedom for his work with HIV/AIDS) and credibility to steer a rational response and call a spade a spade.

Brene Brown reminds us that we are at our worst when we’re in fear. Address the why/who/what/when to lessen isolation. Help communities figure out how to care for those who don’t have the money, mobility or transportation to prepare. Consider how to give people opportunities to help, despite social distancing. Despite an uptick in first-time gun sales, you probably don’t need an AR-15.

A dedicated website. If Google is developing it, that’s great, because a central repository of accurate information is pivotal.

Microscopic view of Coronavirus, a pathogen that attacks the respiratory tract. Analysis and test, experimentation. Sars. 3d render (Getty Images 1200706447)

(3) Stay out of the forecasting business.

Fact: No one knows the future. Set realistic expectations based on the information on hand and leave prognostication to soothsayers. They have disclaimers.

No vaccine or treatment exists for Covid-19. It takes 18-24 months to develop a vaccine for an unknown virus such as the one that causes the disease. The timeline is mandated by federal law which regulates the licensing of vaccines which require a series of clinical trials, animal and human. Here’s an interesting take from Dr. Jason McLellan, a scientist at the University of Texas who has been studying coronaviruses for years, and is working on a Covid-19 vaccine.

Given our proven lack of forecasting abilities, setting a deadline for the end of a crisis, particularly as it unfolds, opens the door to panic and blame.

(4) Use clearly-defined terms.

Hats off to Wired for a clear explanation of the pandemic’s terminology. Coronavirus refers to a family of viruses; SARS-CoV-2 is the name of the germ that causes the disease, and Covid-19 is the disease itself. Coronaviruses are so-called because the germs that cause the disease latch onto cells in a circular formation, like a crown or corona (see the image, above).

(5) Set clear guidelines and explain why.

At heart, we’re all children. We need rules. So give us clear guidelines, tell us why, and enforce them. That way, we know how to respond. The guardrails are in place.

Covid-19 differs from other coronaviruses in that its more contagious. With no vaccine in place, curtailing the virus’ spread is step one. If this means curfews, tell us and make it a national rule. We’ll adapt. Voluntary compliance is rarely effective. If you doubt this, check your neighbor’s (or maybe your) recycling bin. You’ll find the definition of “clean glass, paper and a very limited range of plastics” is far broader than you could have imagined.

(6) Remind people what’s most important.

Our culture is built on community. That’s how we earn a living, worship and create family and community bonds. And therein lies the biggest hurdle (and lesson) of Covid-19. I have no doubt that how we respond will define us for the foreseeable future. There are some really interesting things happening virtually which I’m exploring and will write about in a future blog.

Let’s learn our lessons well. My take: Give us accurate information. Deliver it consistently, through sources that we can trust. That way, we can follow the rules, take care of our neighbors and the vulnerable. And remember to take care of the environment because ultimately, that’s what we depend on.

A Marketer’s Lessons from Brexit

Ever failed to gain support for a smart, admirable product or campaign that seemed like a no-brainer?  Something like conserving water?  Attracting technical talent? Remote storage (until it became the “cloud”)?  Saving for retirement?

So it was with Brexit, a seeming no-brainer turned on its head by lackluster messaging, a failure to get voters to the polls and a strong political environment.

1. “Want to Make Sure No One Listens? Deliver a Boring Message

“One of the things that went terribly wrong with those who were campaigning for Remain was to find a passionate way to defend the European Union,” the English historian, commentator and Columbia University professor Simon Schama, told NPR when the vote to leave the European Union was announced.  “The point of the European Union was to be dull and boring rather than violent and aggressive and bellicose, which it have been for most of its history,”

A successful real estate saleswoman once told me that people buy by emotion, not reason. For Britons, the message of peace, protection and prosperity was drowned out a strong wave of  nationalism stoked by fears of uncontrolled immigration a remote central bureaucracy.   Emotion ruled.

2.  Apply the “what’s in it for me” (WIIFM) test

“A slogan and a message must be aspirational — either give people hope things will get better or that the bad stuff will stop — both, said Ruth Sherman, a political communications analyst, told The New York Times.  “I remember thinking when I first saw [one of Hillary Clinton’s taglines], ‘I’m with her’ — when I saw it, [I thought] ‘Really?’ It’s not my job to be with her. She should be with me.”

The message also has to be strong enough to move people to action. Although 75% of  British 18-29 year olds voted to remain in the EU, these voters did not turn out in sufficient numbers to make a difference in the final result.  And showing up, as Woody Allen reminds us, is 80% of success.

3.  Pay attention

Be it data, news reports or eating lunch with the troops, it’s important to keep you finger on pulse. The ‘Remain’ camp’s ‘Stronger Together’ slogan “failed to ‘personalize, individualize or humanize their campaign,” Frank Luntz, an expert on political messaging told The New York Times.  “The problem with the concept of ‘together’ is that it promotes groupthink…We are in an age of individual action, not collective responsibility.”

4.  We are doing business in an increasingly protectionist environment.

I hope by now you’ve read GE Chairman Jeff Immelt’s graduation speech to NYU’s Stern School of Business.)  Every company is on its own, he warns as “globalization is being attacked as never before. In the face of a protectionist global environment, companies must navigate the world on their own,” he said. “We must level the playing field, without government engagement.”

5.  Yes, it can happen.  Have a plan

The quote I remember most from my first interview with Fred Schmidt of the Capitol Factory was, “Only the economists and realists are planning.”  Everyone thought it was a done deal: Britain would stay in the EU.  Today, United States’ seventh largest trading partner is paralyzed, rocked by what could never happen.

Pay special attention, technology companies.  As Immelt reminds us, the Internet has connected us, but it has not created jobs. Many are questioning the value of globalization and business interests as “elite” and subject to distrust. Stay informed and participate. Organizations like the American Electronics Assoc., the Global Entrepreneurship Summit, many of which cluster around universities, educate elected officials and lobby business interests.  Be active, there is strength in common interest.