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Help Sheet - How to survive a media storm

The Takeaway: The way an organisation deals with a crisis is often remembered long after the crisis itself has passed. The key to working with the media during a crisis is to be prepared, be direct and be as open as you can.


Plan and practice

  • Be prepared.
  • Have a plan in place for how you will react from the moment the telephone rings.
  • Identify the crises most likely to affect your organisation and develop 10-point checklists of the first actions you will take in response.
  • A designated spokesperson - usually the most senior person in the organisation, to show the issue is being taken seriously - must be made available for media comment.
  • But put the right person in front of the camera. Any negative perceptions that result from a nervous performance will be very hard to shake.
  • Someone in the organisation with constant access to the designated spokesperson must be on call to the media 24 hours a day for the duration of the furore.
  • Have contact numbers on hand for key government personnel and media and also an external issues management consultancy, should it be required.
  • Make a list of other potential key stakeholders and their contact details.
  • Have a crisis team in place, including the spokesperson, the senior manager (often the spokesperson), the staff member with the best knowledge of the subject matter, a lawyer, an insurance advisor, a logistics person to assist with organising a press conference venue and other resources, and a communications specialist - preferably backed by an external advisor who can bring an outsider's perspective to the issue.
  • Have on hand the details of grant recipients and the background to grants.

Speak out - quickly

  • Provide journalists with clear and credible background material - this helps to build a sense of accountability and efficiency.
  • Ensure the designated spokesperson has undertaken media training so that they are comfortable standing in front of a camera and responding calmly to questions.
  • Training should enable the person to provide succinct "grabs" that summarise an organisation's position in a single phrase. They should be able to insert this message regularly, even when the media might be taking a different tack.
  • Every minute counts. You can completely lose control of an issue by letting even 30 minutes slip.
  • Being mentioned in a story without your point of view being included can make it very difficult to achieve a balanced story later in the day.

Get your message right

  • Clear lines of communication within your organisation are vital.
  • Never get angry or defensive with the media under any circumstances. If you do, you will appear to have something to hide.
  • Never say "no comment."
  • Do not avoid disclosure. If something goes wrong, there is no point in hoping that it will remain secret. Exposure will be only a matter of time.
  • Never blame other people (or the media for blowing an issue out of proportion) when your organisation is at fault.
  • If legal or insurance requirements prevent you from admitting liability or fault, you can still express sympathy, empathy and regret.
  • If damage to your reputation may be more costly than any legal fallout, you might decide to admit fault and issue a genuine apology as soon as possible.
  • If your organisation is a government body, it may be useful to refer the problem to an independent review or inquiry as soon as possible, as a circuit breaker.

Pick up the pieces

  • Once the dark clouds have blown over, take a step back and look at how you handled the media storm.
  • What worked and what didn't'?
  • Review your relationships with key stakeholders and the media to see what you can do to strengthen them. It is vital to establish good relations in the good times.
  • Restore confidence using public relations and advertising if your brand has taken a hit.

What to do when the media comes knocking

  • Admit there is a crisis.
  • Decide who will be your organisation's public face (ideally this should have been decided previously).
  • Release as much information as you can, as quickly as you can.
  • Say only what you know to be true. Don't guess.
  • Challenge information you know to be wrong.
  • Show concern.
  • Avoid personal slanging matches.
  • Ban the words "no comment."
  • Don't run from the cameras. It makes you look as though you have something to hide.
  • Stay calm under pressure, or swap places with someone who can.
  • Consider bringing the media into your organization. This demonstrates that you are being proactive in dealing with the crisis.
  • Talk in everyday, easily understood language. Avoid jargon.