Crisis Communications

1. Media relationships – it’s important to make them work

   Published on Thursday, January 19th, 2012
   The Press has accused EQC of being unprofessional in its portrayal of two of its reporters – one as “schizophrenic in his writing” and another as a “rogue reporter”.

   The background to this is the EQC’s presentation to field staff on Monday reminding them of the organisation’s responsibilities to the media and that media enquiries should be referred to the designated media contact person.

   This story is evidence of natural tensions between an organisation in the spotlight (and even under siege) and the legitimate role of the media – a fact acknowledged by EQC.

   Any organisation that’s dealt with the media on sensitive issues will have some sympathy for the frustrations of the EQC at this time.  No matter how brilliantly they respond to many claims, some people will remain disaffected and will take their complaints to the media, because they feel that is the only power they have.  Whether these complaints are legitimate or not, the EQC has to accept this.

   If the EQC made a mistake in it presentation to staff, it was in overtly personalising its concerns with individual reporters and preference for others.  For its part the newspaper has over-reacted to this. I suspect there’ve been instances when its own reporters have privately characterised some of the EQC’s personnel in less than flattering terms. That’s just human nature.

   It should not be forgotten that contacts between reporters and organisations are complex human relationships.  In pressure situations there can be an added edge, and what the reporter sees as relatively straight forward is often not so, and the relationship can become prickly.

   There is a long way to go in the repair and re-establishment of Christchurch.  The Press and the EQC are two organisations critical to a successful outcome, and it is vital that they take stock of their respective roles and make the relationship work for everyone.

   For any business, dealing with reporters can sometimes be a fraught experience – never more so than in higher-stake situations such as this.  Getting professional advice is often the best course.

2. Mayor Parker and Ballantynes show us how it can be done

   Published on Thursday, December 8th, 2011
   As President of the Public Relations Institute of NZ (PRINZ), I was privileged late last week to present Bob Parker, Mayor of Christchurch with the Institute’s Communicator of the Year award in Christchurch.  It is an annual award bestowed by the College of Fellows, so the selection of Mayor Parker is not simply one of popularity due to level of profile.  It was hard earned and well deserved.

   The word resilience is one I have heard a lot lately and it aptly describes the quality that has been evident across Christchurch as people adapted to these new circumstances.

   Earlier in the year I heard it suggested by one expert commentator that New Zealanders were perhaps less resilient to situations like this because we had, by international standards, such an easy life.  Mayor Parker showed that to be wrong when, as the public face of his city, he consistently demonstrated how resilient they really were (and still are). His wife who was never far from his side and who also carried a significant workload did the same.

   What has emerged is a strong and purposeful community consistently showing resilience in circumstances that none of us dreamt of dealing with.  I would also add: resourceful and proud. Recently we saw this exemplified in the containerised new City Mall that sprung to life and the reopening of Ballantynes, that symbol of classic Christchurch.

   Ballantynes is another brilliant example of the Christchurch resilience. It has shone as a beacon of hope and normality for people. From the start Ballantynes adopted a ‘business as usual’ attitude – even though their iconic store was in the red zone and their own staff were seriously affected – no workplace and in some cases no home themselves.

   It has been a remarkable story of how managing director Mary Devine and her team worked to remain accessible to customers throughout eight months of closure. Their website (online store), household mailers and special customer events held at venues around the city helped maintain precious contact.

   In receiving his award, Mayor Parker said he was not the only one who deserved this acknowledgement as a communicator. That’s undoubtedly true, but leadership through communication sets the path for others and that is what he did. Congratulations to Mayor Parker and his entire crew on being inspiring communicators.

3. Good on you, Vector

   Published on Wednesday, November 2nd, 2011
   All the professionals I’ve spoken to agree that Vector, and particularly its chief, Simon Mackenzie, did an excellent job of communicating during the gas supply crisis. That is why it was surprising  to read that the organisation had been quick to “admit communication errors”, and was undertaking a formal review of its communication process.

   However, I was not an affected party, so had no actual experience of the supply problem suffered by so many businesses and organisations where it appears there were issues with communications.

   It is commendable that Vector is tackling this head on and so soon after the crisis, so that its customers can have objective answers.

   From the experience of the disruption to the gas supply in Hawke’s Bay in 2004, I know that businesses can never have enough information in these circumstances. On that occasion, East Coast gas supplies were cut by a major washout in the Manawatu. The frustration of not being able to process crops ripe for harvest was enormous. At the time NGC was the owner and operator of the pipe so there was a single point of contact.

   It seems clear that the recent crisis was exacerbated by the dichotomy of ownership and operation and the inability of Maui Developments to grasp the communications challenge. When Maui’s spokesperson did speak it was unhelpful and defensive. He likened the break in gas supply to a disruption to a highway, going on to say when such events happened no compensation was paid. He’d forgotten, it seems, that Maui derives revenue and profits from its “highway”. The fact that the owner was not up to it, was not the fault of Vector.

   Vector’s initiative in reviewing communication around the event points to the importance of all companies having a crisis plan as part of the business continuity plan, and from time to time testing it.

   What was your experience or view of this event?

4. When sorry is too little too late

   Published on Friday, October 14th, 2011
   It was an outrage, but there was an apology.

   A “stupid thing” had been done and it was now deeply regretted.

   An All Black had gone out drinking (and smoking).  Fortunate for Cory Jane, he played a blinder and the match was won.

   The second apology of the week came from Costamare Shipping Company managing director Diamantis Manos.  His company owns the Rena which is causing a black tide of another type. Yesterday he apologised by video to Tauranga residents and New Zealanders for the “disastrous event”.

   Perhaps his advisers told him that New Zealanders like and accept apologies, as we’ve had a “sorries” from a veritable catalogue of high-profile offenders from current and former All Blacks, and sports commentators, to MPs and church leaders.  Sorry has become the get-out-of-jail-free card.  But not this time, not from owners and managers of the ship that is violating the Bay of Plenty.  It came too late and from too far away.

   There are times when you have to front up in person, and this is one of them.

5. Well, that’s a relief

   Published on Thursday, September 29th, 2011
   Two days ago we were all wringing our hands with despair over World Health Organisation data that showed Auckland had New Zealand’s worst air pollution, double that of Sydney.

   We read yesterday that the data has been withdrawn, and new data will show that Auckland is only slightly worse than Sydney and Dunedin, which the previous day was said to have had the cleanest air in New Zealand, now has the worst.

   Perhaps all the data is fine, and the problem is that the WHO, for all the flags it flies, does not know where the RWC is being held, or at least where our various cities and towns are geographically located.

   Thank goodness Environment Minister Nick Smith had his people challenge the WHO data.  But spare a thought for those spokespersons who rushed to judgement on the earlier data and started berating us about the use of cars as the cause of this pollution – not buses, trucks, diesel trains, but cars!

   Once again, the earlier WHO statement reinforced the importance of the advice I received many years ago, when as a reporter covering the work of the ambulances following horses around at the local race meeting.  In my naïve way I suggested to the driver that perhaps we were too far behind the galloping nags, and should close up a bit.  The crisp but polite response was:  no good being there until the jockey has stopped bouncing!

   Sound advice for communications people in any crisis, me thinks.

   What are your top tips for ensuring that in haste you don’t get the wrong end of the stick?

6. Litany of apologies, but no humility

   Published on Wednesday, April 13th, 2011
   If you watched Close Up last night you’ll know all about the problems encountered by wheelchair-bound Tanya Black and Dan Buckingham in trying to take a Jetstar flight to the Capital.

   You see, Tanya and Dan ended up ditching their tickets and flying hassle-free with Air NZ.

   There are many aspects of this episode that deserve scrutiny, from staff training to the airline policies, but we think there’s one lesson that can be quickly learned by any aspiring spokesperson.

   Jetstar’s CEO David Hall fronted up to the programme, but despite his litany of “unreserved and absolute” apologies and admissions that his airline did not get it right, he failed to stem the flow of damage to the Jetstar brand. How come?

   Although having pretty much all day to work through with his advisor(s) how this might best be dealt with, he came on Close Up in promotional-mode, when the situation required humility.

   How much of a difference it would have made had Hall referred to Tanya and Dan by name and apologised to each as individuals, rather than referring to them as “those passengers”.

   How much of a difference it would have made if he started the interview the way it ended by saying: “where we fail, I take personal responsibility”. Unfortunately by this stage, judging by social media postings, viewers were totally enraged by his wooden performance.

   Television is an emotional medium, and in issues such as this, spokespeople have to respond emotionally, rather than as a defensive talking head.

   Frankly when two people are treated the way Tanya and Dan were by Jetstar, most of us are not remotely interested in Jetstar’s messages about their “absolute commitment to providing low fares, all-day, hassle-free travel for all our passengers, including those with wheelchairs”.

   We want to see genuine humility, but apparently, Jetstar doesn’t “do” humility. Cheap and nasty are what people are saying.

7. Every day heroes respond instinctively to the Christchurch Quake

   Published on Wednesday, February 23rd, 2011
   Like most people I spent last evening watching back to back earthquake coverage. Our heart goes out to the people in the city.

   Last night my instinctive reaction was to buy one of the early flights today and go down and help. But it’s clear that just now there’s no need for knee jerk heroics or reactions. At 12.51 yesterday as the earthquake hit, thousands of people and organisations immediately swung into action and the response continues.

   Each and every one of them is a true hero. Cantabrians and those visiting the region are in our minds, and if you’re like me, concern for their situation is mixed with sheer awe at the way they are dealing with this unimaginable event.

   Since I visited New Orleans post-Katrina (2005), it has been clear to me that in a major civil defence emergency, if you can you need to help yourself, then emergency services will be able to help those in serious need and those without support.

   Canterbury knows this, and there will be some who owe their lives to the swift action of individuals during yesterday’s events. Support is coming from everywhere and everyone, yet it appears as though it is one well oiled machine albeit with many different components.

   My sense of this is entirely through the news I’ve been watching. The efforts of spokespeople from the many agencies and organisations interviewed during hours of coverage is, I think, a reflection of the on-the-ground response. They are fantastic people and professionals doing what needs to be done, to save lives, and protect people from further trauma and discomfort.

   These spokespeople seem to instinctively know this was another important part of the job that required complete focus, no room for error or nerves. Each person gave vital information that was reassuring and realistic. Even when some journalists pressed for issues around response times and under-resourcing, the spokespersons confidently pushed back and reassured people that they were there to help as required.

   While it’s not possible to single out one group or person, I do think the journalists who reported live from Christchurch yesterday deserve a special mention. They had just experienced the earthquake and some possibly had come out of damaged buildings. Others still have colleagues missing or possibly deceased. But they put their own personal trauma aside to take the lead on getting the story and important information out to people. Even while still trying to confirm where their own family and friends were, they knew how important it was to get the news out more widely.

   This sensitive but pragmatic response was evident in the response from the Orion spokesperson. Based on their past experiences, whether from earthquakes or snow-storms, he said they had learnt to not immediately rush in and throw everything at fixing what first appears the most obvious issue (I paraphrase). Instead sit back and get a view of the big picture, and then you will know where to prioritise your resources.

   The entire team at Network PR is providing support needed to client organisations, and will be glad to help any other companies in the affected region who would benefit from our experience and support.

8. Cyclone Yasi – the new reality TV show

   Published on Thursday, February 3rd, 2011
   They used to speak of the isolation of far North Queensland. No more I expect.  Over the past 24 to 36 hours our connectivity has once again been proven, with literally hundreds of people sharing personal accounts of their pre, intra and post-cyclone experiences. Even with widespread power outages, we have countless voice, picture and video accounts.

   It is very personal.

   How different this is from the experience of Darwin’s Cyclone Tracy very early Christmas Day, 1974.  Most Australians, and resident Kiwis, did not learn of the death and destruction caused until later that afternoon, many hours after the event.  It was a category 4 storm, and there were over 70 deaths. So far, there have been no reported deaths from Yasi.

   Good communications played their part in preparing and directing people ahead of this outrageous storm, and it’s not surprising that Queensland emergency services have developed a well-oiled, best practice communication machine. All agencies can learn from this.

   My communications reflection on Cyclone Yasi is just this: If there is a downside to all the tireless, drip-feed of personal connectivity, it is that we lose the moments of shock revelations– experienced with Cyclone Tracy.  In contrast it has the semblance of yet another reality TV programme.  As such, the real tragedy so eloquently conveyed by the State’s Premier is somewhat lost. What do you think?

9. We express our deepest sympathy to the families and friends of the 29 men lost in the tragic Pike Mine disaster

   Published on Thursday, November 25th, 2010
   Along with all other elements of this tragedy, such as the cause of the explosion and the stalled rescue effort, communications will become a focus for examination and commentary. As fellow communications professionals we salute the efforts of those involved and acknowledge the many challenges, most of which would be unknown to the outside observer, faced in providing the communications “support” necessary in this awful situation.

   We have all heard the words “PR Spin” used in relation to the frequent briefings on the status of the planned rescue attempt, and know the scene commander came in for some heavy and very personal criticism. 

   Any organised attempt to communicate in such emotionally-charged circumstances is likely to come under fire. Also, communicators are an easy target when the messages fall short of what people want to hear. We’ve personally worked with some of the communications advisers involved in this crisis. They are senior professionals who we respect for the job they and their teams did. Most have previous and unfortunately extensive experience in dealing with tragedies that have also involved loss of lives.

   Surely there will be things that could have been done better (they will be their own greatest critics), but as the people behind the scenes, their efforts at Pike River have set a bench mark for best practice communications in New Zealand.

   Superintendent Gary Knowles, as the conduit for a plethora of technical perspectives, many of which he would have been unfamiliar with, did a fine job in a situation where he could never meet all of the expectations of the diverse audiences he was talking to. Far more than a country cop, he had the job no-one would ever choose to do and he did it as well as one could ever expect.     

   As for Pike River CEO Peter Whittall, he was an outstanding spokesperson. We will remember his clarity, calmness and staunch presence for many years to come. 

   All communicators should embrace any lesson they can from this difficult and ultimately devastating operation.

10. Radio Stands Tall When Canterbury Earthquake Hits

    Published on Wednesday, September 8th, 2010
    While TVNZ proudly proclaimed that 2 million Kiwis tuned in to its coverage of the Canterbury earthquake, the run-away winner story-teller in the first hours of the disaster was radio.

    By 7am on Saturday morning National Radio and Newstalk ZB were bringing us eye witness descriptions from people – professionals and the public – who painted images of the devastation for us with their verbal accounts.

    On ZB anchor man Larry Williams was superb – seamlessly ensuring listeners understood the big picture, bringing us the personal tragedies while sending out a steady stream of civil emergency messages to those that needed vital information.

    It was compelling, and radio at its very best.

    Compare that to TV1 and TV3 at 7am. What earthquake! We were being served up reruns of ‘entertainment’ programmes. Not even an on screen caption mentioning our largest ever recorded earthquake had occurred.

    Naturally BBC and CNN were telling the world about it. What an indictment of our own television news services that we had to go overseas to find out what was happening in our own country.

    Some time after 8am TV1 finally woke from its slumber and started to bring us excellent coverage, and we were able to ‘see’ what ZB had been describing brilliantly for an hour. TV3 had roused itself to putting up an onscreen caption under its entertainment programmes telling us it would bring us news of the earthquake from 11am. ‘News’ – by then it was ‘history’.

    Social media also found the going tough as a communication medium through a combination of overloading, civil defence requesting people to restrict cell phone use to reserve capacity for emergency services, and the battery back up to power cell sites running low.

    The other standout was Mayor Bob Parker. It was a case of cometh the hour, cometh the man. Authoritative and calm, he exuded all that you want from the person in control when disaster strikes.