My heart and head were heavy in the wake of the Boston Marathon bombings in mid-April 2013, probably much like yours were.
I had a completely different post planned for the following day, but wanted to respond a.s.a.p. to the questions, worries and just totally-wrong communications I’d seen going out since the bombings.
Most of this outreach was harmless but simply a mismatch with what was on our minds at that point. But what your organization risks in communicating at tense moments like this is huge—you risk alienating prospects and supporters for the long term by appearing insensitive.
So don’t breathe a sigh of relief and return to business as usual till the next time. Instead make sure your organization is prepared to respond to coming crises whether they be directly affecting your organization and/or region, or not. We will face others together—both man-made and natural—that undermine our collective sense of safety and well-being.
1. Turn off auto-pilot
Given our collective state of mind, some of the nonprofit outreach I saw post-bombing was off the mark—like the e-invite I received at 7:19 PM the evening of the bombings from Save the Children via Harris Interactive, asking me to respond to its online survey.
This email came in as the details of deaths and serious injuries continued to flow, including the death of an 8-year-old boy and the critical status of his mom and sister. It was obviously auto-scheduled and on auto-pilot.
As a result, this ask missed the mark by 1,000 miles, coming across as a huge “who cares.” And there’s nothing worse.
Be aware that we could have all so easily made similar mistakes. I have.
In fact, this was just one of many pre-scheduled tweets, Facebook posts and emails I saw in the hours following the bombings when we were in the spell of first shock.
These “business as usual” communications, at a time when nothing was usual, which caused a huge disconnect. And yes we’re all just trying out best at times like this, but slow down.
Our state of mind doesn’t get more ungrounded than it is during and just after a crisis or disaster. Be ultra-sensitive.
2. Don’t go dark
Your cause and work is vital to making this a better world. And although it may seem easiest to go dark right now, please don’t. Your network counts on your work to carry our world to a better place.
Proceed slowly and strategically, based on accurate and timely insights and thoughtful assessment, but do proceed. Your community relies on you organization. Be thoughtfully present.
3. Listen up
Relevance rules more than ever in the shadow of a crisis or disaster. What’s top of mind for your network is the only lens that matters, so listen up.
Put yourself in the shoes of your prospects and supporters. What are they focused on in the shadow of a crisis? It’s likely to be fear, horror, sadness, empathy, helplessness and/or anger. That’s your cue for the most productive response (just as the flood of email I received from nonprofit communicators wondering whether to hold on their gala invite or change their new ignite-themed branding jumpstarted my recommendations).
It’s never productive to communicate into that environment at the moment of. You’re not missing an opportunity if you pause to assess and re-tune, and you risk alienating your network if you blindly push on with plans.
4. Show you care—offer support and help
Do show your support for the affected community and empathize with the shock and sadness your supporters are likely to feel via Twitter or a brief Facebook post. However, this is a same day or next two days approach in most cases; after that it will seem like you’re jumping on the bandwagon. If you’ve missed that opportunity, just make a note for the next time.
Social media channels are an ideal way to let your supporters know you’re with them right now, and to share words of comfort. Plus any tangible help you can provide.
That’s the kind of response that puts a human face on your organization.
5. Revise marketing & fundraising plans for the next week or two
> Link your message to the bombing only if there is an organic connection (e.g. children’s health and well-being, violence prevention, gun control, public safety, anti-terrorism.) Otherwise, avoid trying to capitalize on a tragedy. You’ll fail, miserably.
If your organization isn’t working to help the victims of the crisis, consider taking a couple of days off from your asks. Those in support of your issue are already making contributions and circulating petitions. But it’s too raw today to start persuading others, or even showing them how they can help avert future disasters like this one.
> Depending on the mood and focus over the course of the week that follows, pick the right time to dive back in with a moving forward focus. That may be in a few days, but may be more.
Instead, craft your outreach for down the line (that may be a few days, a week or even later—you’ll need to assess for your community and your organization) so you’ll organize most powerfully, galvanizing disheartened supporters to join you in action for a better future. The exception, of course, is if you’re helping the affected community directly.
> Change any metaphors or analogies you use that feature bombs, explosion and the like in not-yet-published content for the next two weeks, at least.
These are some of the most-used references, usually used in a positive way (but there is no positive now). Think exploding with daffodils (from a Facebook post morning after the bombing from one of my favorite botanical gardens) or the fact that the star’s first Broadway show absolutely bombed (in the e-newsletter scheduled to drop the day after the bombings from one of my performing arts clients).
Comb your content carefully. Over-caution is the way to go here.
> Get speedy input on your revised approach today with colleagues on the ground and members of your marketing advisory group
These are the folks who are in touch with your base (and are your network members), and you need their insights.
If you don’t have a marketing advisory group already in place, reach out to a few current supporters in each of your segments, asking for five minutes of their time for a quick call.
6. A.S.A.P.—Share Your Revised Approach With Colleagues & Ask Them to Share What They Hear
Even though your colleagues’ may not have been aware of your plan for your marketing and fundraising outreach going forward, update them on what’s changed and why.
- It’s just basic respect, and you should do this on an ongoing basis.
- Many of these folks are in close contact with your target audiences in their daily work, and have the opportunity to focus those conversations appropriately—but only if you share your approach!
- They’re also most likely to get the feedback that shows you you’re taking the right path, or have to recalculate. Ask, train and support them in doing so. It helps all of you!
7. Next 10 to 14 Days—Move Forward With Your Ear Close to the Ground
It’s still early in this tragedy, and events are yet to unfold. So stay close to what’s top of mind for your network (and the rest of us) through this week and next.
Go ahead and schedule coming campaigns across channels, but review what’s scheduled on a daily basis. Engage at social listening at every point along the way.
8. By End of April—Craft a Crisis Communications Plan That Includes Shared Tragedies Like This One
I recommend placing review of queued-up communications at the top of your crisis communications checklist, whether it’s a crisis within your org or outside of it.
Crises like the Boston Marathon Bombings and the ensuing scares are shared crises. In many cases, crises outside of your organization impact your network of supporters and partners equally, if not more than, crises that effect your nonprofit.