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Crisis Communications

How to Communicate in the Midst of Tragedy: 9-Step Checklist

Update: How to Re-Assess and Re-Engage

Review these useful insights from nonprofit marketers and fundraisers like you. Please add your thoughts, experience and questions.

Like you, my heart and head are heavy in the wake of the Boston Marathon bombings on April 15. Especially since I feel so helpless.

I had a completely different post planned for the morning after, but wanted to respond a.s.a.p. to the questions, worries and just totally-wrong communications I’ve seen going out since the bombings and all the fear-inducing activities that have followed it already.

Most of this outreach was harmless, but simply a mismatch with what’s on our minds right now. Because most of us are feeling horror, sadness, fear, uncertainly and a sense of helplessness and vulnerability.

Here are my right-now recommendations for your organization’s response to this crisis and to others that, unfortunately, we will face together. Already follow-ups are undermining our collective sense of safety and well-being.

Please share your strategies, and add your questions and feedback here. We are so much smarter together.
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Nancy Schwartz on April 16, 2013 in Crisis Communications | 48 comments

Unbelievable—Komen Flunks Crisis Communciations (Again)

Once your organization’s reputation is seriously damaged, it’s difficult to restore trust and focus on successes.

And once your organization’s reputation is damaged multiple times—as is the case for Susan G. Komen for the Cure, with its screw-ups in de-funding Planned Parenthood, suing other organizations with “cure” in their organizational or program names and partnering with the heart-stopping Kentucky Fried Chicken—restoring confidence and support is almost impossible.
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Nancy Schwartz on August 9, 2012 in Crisis Communications | 3 comments
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Weinergate’s 5 Communications Lessons for Nonprofits

Thanks to guest blogger Joan Stewart for sharing her timely advice.

What a week for learning about crisis communications! Here are five important lessons that Rep. Anthony Weiner taught nonprofit communicators. You’ve heard them all before but Weiner’s massive missteps clarify how important they really are:

  1. Never lie. Weiner thought he could fib his way through the crisis. But at almost every media interview, he got himself tangled up in his own lies and kept changing his story.
  2. Don’t criticize the messenger. Weiner called a reporter a “jackass” for asking a logical question, and that showed he was combative.
  3. Prepare talking points and stick to them. Weiner agreed to numerous media interviews but kept digging a deeper hole because he wasn’t prepared.
  4. When dumping bad news, tell it all, tell it first and tell it fast. The drip-drip-drip of bad news throughout the last two weeks helped this story grow long legs.
  5. Take full responsibility and apologize. Weiner claims “responsibility for my actions” but adamantly says he won’t resign. Expect politicians from both parties to pile on throughout the week and keep this story at the top of the news. A resignation would end the media frenzy.

Learn more here about how your organization should respond in a crisis.

P.S. Get more in-depth case studies, templates and tools, and guidance for nonprofit marketing success — all featured in the twice-monthly Getting Attention e-update. Subscribe today.

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Tips reprinted with permission from “The Publicity Hound’s Tips of the Week” ezine. Subscribe here and receive free the handy cheat sheet “89 Reasons to Write a Press Release.” Follow Joan Stewart on Facebook and on Twitter.

Nancy Schwartz on June 8, 2011 in Crisis Communications | 1 comment
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Alert-Nonprofit Brands at Risk! BP Funds Environmental Orgs

Update: May 25, 3pm: TNC’s CEO and director of external affairs did an excellent job facilitating their live chat with supporters and critics. They answered some very hard questions.

But my core question remains — is TNC fulfilling its brand promise in accepting BP funding? If not, that brand is busted. They’ll need to reach out to their base to take their pulse.

Update: May 25, 2pm.  Good listening on TNC’s part, which is a crucial component of crisis communications. I received an email from a staffer on TNC’s digital media team at 12:13pm– just over an hour after this post went live–making himself and colleagues available for additional questions. We’re deep in conversation and I’ll keep you posted.

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Just when I thought I was done writing on how vital it is for every  organization to stay true to its mission and values  and the brand that conveys them in its actions, The Washington Post blows the cover on BP’s funding of top environmental organizations.

The Nature Conservancy (TNC) was highlighted in the article but the Post also reported that other leaders in the field–from Environmental Defense Fund to Conservation International–have benefited from BP dollars as well.  And although TNC responded quickly with a blog post from chief scientist Peter Kariva, and invited supporters and others to participate in an online chat this afternoon with CEO Mark Tercek, the comments on Kariva’s post (accumulated in just 24 hours at this point) showcase the anger felt on the part of TNC supporters.

This is brand gone bust big-time; far bigger even than the Komen-KFC cause marketing debacle since it’s all-organization and long-term rather than a single campaign.

There’s simply no way an environmental organization should be funded by a natural resources mining company–their key principles are radically opposed.  Yes to pragmatic consultation as a productive partnership. No to taking funding and participating in BP’s greenwashing campaign. Not that it’s black and white at all, but on these fronts — I think it should be. At least if TNC sticks to its mission and values, as expressed by its tagline Protecting Nature. Preserving Life.

Conversation on this mess is passionate, with emotions running high. Because all of us who’ve supported the environmental movement don’t understand how or why these organizations we’ve supported in multiple ways have betrayed us. And betrayal is exactly what it feels like when an organization we’ve supported and counted on for years (never more than now, with the oil spill tragedy underway) proves to be something other than what we thought (and it said-via its brand) it was.

The web is full of conversation on this story. Twitter friend Pam McAllister, a former TNC staffer, is deep in conversation with me and asserts that TNC has integrity, supporting its definition of its relationship with BP as “constructive engagement.” Katya Andresen asked me what TNC’s PR folks should be doing and blogged on it.

What’s your take on TNC’s (and the other organization’s) funding relationship with BP? Please comment below or email me to share your thoughts. I’ll share the conversation out with the GettingAttention.org community.

Thanks!

P.S. TNC should have followed these guidelines for guarding its brand and developing the right partnerships. Hindsight.

Nancy Schwartz on May 25, 2010 in Branding and Messages, Crisis Communications, Partnerships | 12 comments
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How to Communicate in the Shadow of Disaster — Guidelines for Respectful but Effective Outreach

How to Communicate in the Shadow of Disaster -- Guidelines for Respectful but Effective Outreach

As I read accounts of Haitians struggling for basic needs post-earthquake, I’m struck by the number of lives that have been taken and touched by this disaster. It’s almost all one can think of.

That’s a significant communications challenge for the nonprofit organizations delivering aid: How to mobilize giving while communicating respectfully about their efforts and impact on the ground? How to keep giving going even as the earthquake, and the plight of survivors, is no longer top of mind? And what about the many other organizations not directly providing relief efforts but soliciting donations to pass on to relief organizations, or the majority of nonprofits that must maintain their communications and fundraising initiatives despite the world’s focus on disaster recovery?

What is the place of nonprofit communications in the wake of disaster, particularly when even the most recent crisis of epic proportions—the January 2010 7.0 earthquake in Haiti—has generated less giving than the Hurricane Katrina relief effort?

For a nonprofit, the answer lies in the way (if any) your organization is involved in the relief effort. The following guidelines derive from an analysis of news of, and fundraising for, relief efforts in the response to the Haitian earthquake and the plight of its three million survivors in need. Review them today to ensure you’re taking the most effective path in this tricky time.

P.S. Here’s another useful guide to read right now: You’re Not in Competition with Haiti.

P.P.S. More effective messaging is a priority for all organizations. Learn how to craft the most essential message — your tagline. Download the free 2009 Nonprofit Tagline Report, filled with must-dos, don’t dos, case studies and 2,500+ nonprofit tagline examples!

Nancy Schwartz on February 3, 2010 in Campaign Marketing Models & Tips, Crisis Communications, Nonprofit Communications | 0 comments
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How Correcting Errors of Substance Builds Credibility & Your Base’s Loyalty

How Correcting Errors of Substance Builds Credibility Your Base's LoyaltyBack in November, I received this email from the folks at Environmental Defense Fund (EDF). It’s a powerful example of how acknowledging an error of substance (i.e., not a typo or missing photo) can be a good opportunity to reinforce your organization’s brand (in this case, reliability, accuracy and passion for the truth).

Here’s what happened:

  • In striving to write a succinct review of a recently-published article, EDF implied the incorrect reason behind wasted electricity in the electricity production process.
  • When the error was pointed out by an EDF member (an engineering professor), EDF morphed this mistake into a clarion call on its commitment to accuracy as the only way to “promote meaning solutions to our environmental challenges.”
  • Sam Parry, EDF’s director of Online Membership and Activism reached out to the initial email list with a pro-active apology, correcting the error, thanking the professor and asking readers to let him know whenever they spot an editorial error.
  • Outcome: Sam scored on multiple fronts — 1) Thanking EDF supporters for their support, 2) Stressing the organization’s passion for truth-telling and 3) Engaging supporters to help EDF perpetuate its focus on the “business of truth telling.”

Most communicators are mistake-phobic. We labor away — conceiving, writing, designing and finally…publishing our communications. And when something is wrong — no matter who finds it — it’s dismaying.

But it doesn’t have to be. Some errors are due to sloppiness, and that’s truly dismaying. But errors like this one can be a real opportunity. Congrats to EDF for seeing the opportunity in the mess, and responding artfully but authentically.

P.S. Don’t miss out on in-depth articles, case studies and guides to nonprofit marketing success — all featured in the twice-monthly Getting Attention e-update. Subscribe today.

Nancy Schwartz on January 19, 2010 in Case Studies, Crisis Communications, Nonprofit Communications | 0 comments
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JCC Crisis Communications Mastery Turns a Mess into Magic

JCC Crisis Communications Mastery Turns a Mess into MagicWe’re loyal members of the local JCC (Jewish Community Center, a combo YMCA and cultural center) and were taken aback to receive an email a few weeks ago on plans by a Kansas group to picket the Center.

CEO Alan Feldman first contacted us on October 21st to alert us that members of Westboro Baptist Church (WBC) — an anti-gay, anti-Semitic extremist group from Topeka, Kansas — were planning to picket on Tuesday, October 27th. Feldman delivered this news with concern, but also with reason and calm. This warm yet professional tone reinforced my faith in him, which was particularly important as he’s been in the role just a few months.

In his initial email, Feldman matter-of-factly described the picketing plan and the security strategies in place for that day. He acknowledged that the threat was upsetting but reassured us that there was no real danger.

In his follow-up email the next day, Feldman acknowledged the passion of members’ responses but spoke firmly against acting on the many suggestions for a counter-protest. Instead, he invited members to a more productive response; joining area clergy and educators in a community dialogue while the protest was in action. “While we agree that we must speak out against intolerance, we believe that any counter-demonstrations outside will only further their agenda for publicity and dilute our message of tolerance and equality,” Feldman said.

The dialogue was attended by more than 150 members and others in the area, whereas the protest didn’t interfere with JCC operations. Feldman closed this chapter with a thank you email on October 29th, commending the community for joining together to combat intolerance and bigotry, and thanking those from the police to JCC staff for their hard work in mastering a difficult time. “By not altering our daily routine, we were able to demonstrate our commitment to the Jewish community in a peaceful and powerful way. Thank you for joining us in promoting tikkun olam (repairing the world).  Our mission is to build an inclusive Jewish community that celebrates the strength of its diversity,” he said

In taking control of a real threat to motivate community-building, Feldman succeeded in turning a negative into a success story. Here are the keys to his success:

  • He acted quickly, but calmly, on hearing of the planned protest. In addition to ensuring that members weren’t surprised or heard it elsewhere, this early response gave Feldman the opportunity to show how the JCC was on top of the situation.
  • He didn’t get his hands dirty by slamming the WBC.
  • Instead, he (and the JCC overall) took the higher road, using the protest as an opportunity to schedule a community dialogue.
  • He provided members with enough, but not too much, information. Feldman kept us updated but didn’t feed our frenzy with daily or hourly updates. He filtered through only what was useful for us to know.
  • Feldman took control of the crisis, ending the story on an up note, thanking all who helped the JCC through this difficult time (it was a great opportunity to strengthen bonds with those in the area) and encouraging all members to perpetuate their tikkun olam.

Take a close look at Feldman’s examples so you’ll be poised to make your next crisis into magic. There will be one, so why not work it to your organization’s advantage?

Flickr photo: k763

P.S. Don’t miss out on in-depth articles, case studies and guides to nonprofit marketing success — all featured in the twice-monthly Getting Attention
e-update. Subscribe today.

Nancy Schwartz on November 3, 2009 in Case Studies, Crisis Communications, Nonprofit Communications | 1 comment
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Follow Beyonce’s 4-Part Strategy for Crisis Communications Success


Music video fan or not, you’ve probably heard about hip-hopper/producer Kanye West’s bad-boy behavior at the MTV Video Music Awards (VMA) on Sunday evening. (Video here if you don’t see it above.)

West jumped on stage as country singer Taylor Swift had just begun her acceptance speech for best female video, grabbing the mike from Swift to attest that Beyonce deserved the award.

Swift was so rattled she couldn’t continue but the show moved on. Of course the cameras focused on Beyonce in the audience who looked astonished then immediately rose to give Taylor a standing ovation. Great move, Beyonce. Because if you or your organization is taken on by a crazy advocate, you are stained by that crazy behavior or approach. The best response is to separate yourself as far as possible.

But Beyonce did even better. When she won the Video of The Year Moonman for ‘Single Ladies (Put a Ring on It),’ she said a few words and then invited “Taylor to come out to have her moment.” You can see it here. Win-win. Not only did Beyonce show herself to be more a star than ever via taking the high road, but in doing so she turned around what had become ugly into something positive. That’s effective crisis communications!

Here’s what your organization can learn from Beyonce’s quick response to a potential disaster:

  1. Act quickly — that’s when your response really counts.
  2. Establish distance between your organization and any crazed fan or advocate that’s supporting you.
  3. Make sure your response is right on target — there’s no room for correction. Be prepared.
  4. Take the high road — you’ll win every time. Get down and dirty along with your “opponent” and it’s likely you’ll stay wallowing in the mud.

Is your organization poised to turn a messy situation around? If not, it’s time to sit down, envision possible crisis likely to emerge, and how you’ll take them on — now!

Nancy Schwartz on September 15, 2009 in Crisis Communications, Fresh Takes, Nonprofit Communications | 4 comments
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Reaching Out with Swine Flu in the Air

Reaching Out with Swine Flu in the Air I’ve heard from many nonprofit marketers lately who are unmoored by the uncertain environment in which we’re living. Swine (a.k.a. H1N1) flu is just the icing on the cake.

Folks are wondering how to respectfully engage with so much competing for attention and anxiety at an all-time high. So here are a few of my guidelines for effectively sharing stories on your organization’s impact, even now:

  1. Take your base’s pulse. Never assume you know how they’re feeling/thinking. Ask!
  2. Respond appropriately. The pulse enables you to do so, so make sure you’re on the mark. When you are, you’re much more likely to engage them.
  3. Relate your organization’s work to current crises, if there’s a real connection.
  4. If your org is in the middle of the crisis, talk about it.

Read the full set of guidelines and two case studies here.

P.S. Don’t miss out on in-depth articles, case studies and guides like this one — all featured in the twice-monthly Getting Attention e-update. Subscribe today.

Nancy Schwartz on May 20, 2009 in Crisis Communications, Current Affairs, Nonprofit Communications, Strategy | 0 comments
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Aw Nuts! Peanut Council Showcases Effective Crisis Communications

Aw Nuts Peanut Council Showcases Effective Crisis CommunicationsSince we have a 5-year-old who’s a peanut butter devotee, we’ve been following the peanut salmonella scandal closely. Our first step was to check the labels of all our peanut products against the FDA list of tainted products (all clear).

But I was astounded by the Peanut Council’s proactive and strategic response to the industry crisis. After all, peanut-based products have already taken a huge hit with the prevalence of childrens’ nut allergies. And now with this, the peanut industry is fighting for its life.

Here’s how they’ve handled this criss:

Way to go, Peanut Council for your best practices in crisis communications. When your org is facing a criss — follow the Council’s cue to go fast, thorough and non-defensive.

P. S. Don’t miss out on the in-depth articles, case studies and guides on nonprofit crisis communications and more featured in the Getting Attention e-alert. Subscribe today.

Nancy Schwartz on January 29, 2009 in Case Studies, Crisis Communications, Nonprofit Communications | 0 comments
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