Three Media Training and Crisis Communications Tips for Doctors and Employers

By Gerard Braud


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The current Ebola crisis has the media calling upon their medical experts to communicate about infected patients being flown to the United States for treatment.

Media training for this type of crisis requires you to have a plan for how your doctors and physicians will respond if they are called upon to talk with reporters. Every employer needs to be prepared to follow these same rules. When talking about the health of an employee or a patient, HIPPA rules – the Federal rules that govern patient privacy — essentially prohibit a doctor or employer from talking about the patient.

Yet the media want details; details a treating physician cannot give; details the employer cannot give.

The three secrets to an intelligent interview answer that satisfies the media are to:

1) Set the context of the situation

2) Politely admonish the reporter

3) Speak in generalities

An artful answer may look like this:

“First, we need to recognize that because of Federal laws governing a patient’s privacy, I’m not allowed to give any specifics about this patient and neither should the media. In general I can say that a patient with Ebola can be safely quarantined because the virus is not transmitted by breathing in the infection, but only by contact with blood or body fluids.”

The medical experts and reporters on the network news programs have done a brilliant job of walking this fine line when being interviewed by their networks and reporters. An increasing number of reporters are more aware of HIPPA rules, but many are not, while others try to trick the spokesperson into saying something.

Here is the key: The media need a good sound bite or quote. Write a good sound bite then train the spokesperson to deliver it in a masterful way to the media.

On the NBC Today Show Monday morning, the doctor spokesperson from Emory University Hospital, where the patient is being treated, does a good job of not violating the patient’s privacy. It is an interview worth watching.

If we dissect the interview a bit further, here are a few things to note:

NBC News anchor Savannah Guthrie states in her question, “I know that you can’t say much, if anything about the patient, under your care, but let me just try. Can you confirm that he is improving this morning?”

The doctor responds by saying, “I really can’t comment on the clinical condition of the patient. That comes specifically from the request of the patient and his family.”

The answer is an okay answer that doesn’t violate HIPPA. However, to a reporter and the audience, it may seem like something important is not being said or that the spokesperson or doctor is hiding something, when in fact they are just protecting the patient. Granted, doctors are not professional spokespeople, which is why they require extra media training when talking about a crisis like this. Granted, the doctor needs to be focused on the patient and not the media, which is why regular media training with doctors, when there is no crisis, is the best way to have them ready for a future crisis.

An abrupt answer like that is known as a “block.” A “block” is more acceptable when it is combined with a “bridge” and a “hook.” The bridge allows you to bridge to an acceptable answer and then hook the reporter and viewer with new information and a quote.

A better answer would follow my guidelines above and sounds like this:

“First, we need to recognize that because of Federal laws governing a patient’s privacy, I’m not allowed to give any specifics about this patient and neither should the media. In general I can say that a patient with Ebola can be safely quarantined because the virus is not transmitted by breathing in the infection, but only by contact with blood or body fluids. While I cannot comment on the prognosis or any progress about this patient, I can say that our institution is optimistic that we have the right facilities and right physicians to treat someone with Ebola, which is why the patient has been flown here from Africa.”

Using this technique, the doctor doesn’t just block the reporter’s question, but also bridges to useable information.

In the PR department at Emory, the media trainer and the PR team are likely calling this interview a success… and they should… and it is, because the doctor walked the fine line of HIPPA. But with a slight bit more training and practice, the doctor can be taught to use the full block-bridge-hook technique, for a more polished answer.

For all of you who must media train a spokesperson, realize that you can go from good to great with just a few minor adjustments in an answer. Regular media training goes a long way to make your spokespeople great.

3 Secrets to Undervaluing a Crisis Communication Plan

By Gerard Braud

Braud Crisis Plan Stock QuoteYour expert crisis communication and public relations feedback is invited on this crisis communications case study.

A global company called to inquire about my crisis communication plan program and training. Their corporate revenues are $2 billion dollars annually. The company stock trades at about $66 per share. It has about 8,000 employees worldwide. Experts and media are doing an increasing number of reports questioning the safety of one of the company’s main products, which is suddenly in high demand because of changing trends. News coverage is both favorable and unfavorable

What might a single crisis cost this company in revenue and reputational damage? That is the question I always ask to help a corporation, CEO, or public relations team make an informed decision about spending money for a crisis communication plan or crisis communications training.

If you had a corporate public relations crisis looming, would you spend $7,995.00 U.S. to protect your revenue and reputation? Would the CEO or CFO grant your budget request?

The $7,995.00 is the price I quoted to the company for them to have access to my proprietary 50 page crisis communication plan system, with 100 pre-written news releases, plus expert crisis training for their staff, all delivered in two days. The estimated value of such a crisis communications plan could be placed at $100,000 with the standard amount of time to complete this task being six months to one year. The crisis communications plan and news releases have more than 4,000 hours of development built into them.

Some corporate experts would say this is a “no-brainer.” Experts might say, “A single crisis would cost us more than $7,995 in loss product sales or in a stock price dip.” Hence, those people would buy the plan without giving it a second thought.

Other experts would say, “Heck, the crisis communications plan would cost less than 125 shares of stock.” Hence, those people would see the crisis communications plan as a value.

Another group might say, “Heck, if we lost one sale because of bad publicity and this crisis communications plan helped us thwart the bad publicity, the plan would pay for itself many times over.”

However, this company clearly undervalues the crisis communications plan and this executive undervalues the crisis communications plan. The prospective client said it was “spendy.” Yes, that was the world a senior executive used. Obviously, I did a poor job of convincing this corporate leader of the value of the crisis communications plan. The leader sees the plan as a commodity, while I view my plans as a value.

The secret to undervaluing a crisis communications plan lies in what psychologists say is the single greatest human flaw: Denial. One psychology expert tells me that humans are instinctively programmed to say, “That crisis won’t happen to us,” or “We’ll just deal with that crisis when it happens.”

Denial is why public relations experts and corporate leaders don’t get along in the workplace.

A public relations professional sees a crisis communication plan as a vital tool to do their job, just as an accountant needs a calculator, or just as a mechanic needs a wrench. Yet the corporate leader, in denial that a crisis communications plan is a necessary tool, will insist that the accountant must have the calculator, and that the mechanic must have a wrench, but that the public relations person can magically slap together words and strategy in a bind.

I believe a public relations person without a corporate crisis communications plan is the equivalent of the accountant counting on their fingers, while the mechanic is told to use his or her hands to loosen or tighten vital bolts.

Media_Relations_CamerasThe reality is every corporation must justify every dollar it spends. This case study highlights three things:

1. A crisis communications plan is seldom perceived as an item of value in a corporation.

2. Most public relations people are undervalued in their jobs because they are often denied the tools they need to do their job, yet ironically are expected to produce magic on the company’s darkest day.

3. Denial is the reason corporations do not allow their public relations people to take time and a few dollars on a clear sunny day to protect the revenue and reputation of the company when it faces a crisis on its darkest day.

A wise business coach told me that, “Some people get it and some people never will get it. Work with the ones who get it, dismiss the ones who don’t get it… and then watch them fail on live TV when they have their crisis.”

Hence, every time I take the stage as a speaker, to deliver a keynote at a conference or convention, I look out over the audience knowing some get it and some never will. Sometimes most people in the audience get it, but when they return to work, their bosses won’t get it.

What do you think? I’d love to hear your opinion.

Crisis Communications Checklist: Four Hidden Problems that Lead to Failure

Free Crisis Plan Gerard Braud

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By Gerard Braud

Public relations people are always searching for a free crisis communications checklist, as though some expert in crisis communications has the magic solution in a free template. Just search for crisis communications checklist, or free crisis communications checklist or free crisis communications template and you’ll see what I mean.

The problem with a crisis communications checklist is that it is no different than any other to-do list in your life. What is the truth about your other to-do lists? Well, many of the tasks go undone.

Why do they go undone? Because the task is assigned to no one and the to-do list has no time limit for completion.

Take the typical free crisis communications checklist that you find online. It will say things such as:
1) Gather information
2) Consider whether you will need to write key messages
3) Consider whether you will need to call a news conference
4) Select a spokesperson

In the crisis communications checklist as exemplified above, there are 4 huge problems:

1) The tasks in the checklist are assigned to no one.
2) There is no time limit on how soon the tasks need to be finished.
3) There is no mandate that the tasks should be done.
4) There are no details about the steps that should be taken in order to know that each task on the checklist is done properly.

The flaw with the crisis communications checklist is it still requires you to make too many decisions on the day of your crisis that could have been made days, months, and years before on a clear sunny day.

My expert advice is to never depend on a crisis communications checklist. On a clear sunny day you should write a crisis communications plan that predetermines:
1) What is the sequence of steps that must be followed?
2) To whom are those tasks assigned?
3) How quickly must the tasks be completed?
4) What are the details that you must know to complete the task correctly?

There is no shortcut to writing a crisis communications plan correctly. Don’t trust the fate of your career and the reputation and revenues of your company to something that you find for free on the internet.

If you’d like to see what you shouldn’t have, here are a few links:

A Crisis Plan vs. a Crisis Communications Plan

Gerard Braud Crisis Communications PlanBy Gerard Braud

One of the greatest problems in crisis management today is a lack of consistent definitions and names for the various plans needed by a business. You may read this and recognize you don’t have what you need.

Crisis Plan

Many companies have a document that they call a “Crisis Plan.” What they actually have is a rudimentary public relations 101 outline that will fail them in a time of crisis. It does not contain the elements needed to communicate honestly and rapidly when adrenaline is flowing and emotions are high. Since 2005 I have been sharing links to copies of such plans that I have found on the internet, as I admonish companies that such a document is a recipe for disaster. Sadly, this is the same type of document used by Virginia Tech on the day of their shooting.

Emergency Operations Plans, Incident Command Plans & NIMS Plans

Other businesses claim to have a Crisis Plan, which might better be defined as an Emergency Operations Plan, Incident Command Plan or NIMS Plan. Such plans coordinate police, fire, EMS and rescue. Generally these plans have no communications instructions in them as it relates to communicating with the media, your employees or other key audiences. Hence, when news crews show up at the scene, responders and executives are thrown for a loop and caught off guard. Some of these plans make provisions to communicate via text messaging, but they fail to provide all of the communications systems provided by a true crisis communications plan.

Gerard Braud Crisis Plan VideoCrisis Communications Plan

A Crisis Communications Plan is a step-by-step manual that tells you what to do, what to say and when to say it. All decisions are made on a clear sunny day when you are of sound mind and body — free of the adrenaline and emotions that exist on the day of a crisis. Pre-written news release templates are created for a wide variety of crisis scenarios. When the crisis strikes, communications can happen rapidly because of the fill-in-the-blank format of the templates. The goal is to communicate with critical audiences, such as media, employees and others within one hour of the onset of the crisis.

What You Can Have Completed in Just 2 Days

Next week in New Orleans you can have the correct plan – a Crisis Communications Plan – and you can have it completed in just two days. The system I’ve created is designed to be so simple that if you can read, you can execute the plan. You do what it says to do on page one, and then turn to page two. You do what it says to do on page two, and then turn to page three and so on. Its sequential instructions make it thorough, yet easy to use.

When the time comes to write and issue a news release, you simply turn to your library of pre-written news releases. Within minutes you are able to share the news release with the media, post it to the web, e-mail it to employees and other key stakeholders, and post messages on social media directing people to your website for official information.

Why Communications Often Fails During a Crisis

It takes a lot of time to write a news release from scratch, and then get it through the approval process of executives and the legal staff. My system works because it uses pre-written templates that have been approved by leaders and the legal staff. The messages have also been tested during a crisis drill. On the day of the crisis you simply fill in the blanks of the who, what, when, where, why and how and you are ready to communicate honestly and in a timely manner. Often timely communications is a matter of life and death.

To discuss this more, call me at 985-624-9976. You can also learn more here.

Social Media for Crisis Communications: The Social Media Force Fit Versus the Right Fit for Crisis Communications

By Gerard Braud

Twitter over capacityYour parents probably taught you there is a right place and a wrong place for everything. That is true for crisis communication and for social media.

Many Gen X & Gen Y communicators think the bulk of their crisis communications can be done exclusively through social media. I disagree for many reasons. In a previous article, we identified the generation gap that indicates many people in your audience, and even your own company, don’t use social media.

In order for you to understand my prejudice and point of view, you need to know that I’m a control freak. When “it” hits the fan, I want you to control as many variables as you can. That means you need to know your audience and know where to find my audience.

I read a blog post recently about a small coffee shop that was being challenged by their local health department because they allow dogs into their store. The coffee shop successfully used Twitter to reach their customers for support. This is a very low level crisis and the fit is right. Most crises I deal with are far greater.

Even in the case of the coffee house, I would be using other communications tools first. I would be using my website, my e-mail list, a video on my website… all things I have direct control over. I would conduct an Ambassador Training class for my staff. Ambassador Training is a system I pioneered many years ago that is similar to Media Training. It teaches employees how to properly talk about a negative issue with customers. In a crisis, word of mouth is important.

Social media channels can be good tools for ambassadors and employees who support you, provided the audience is of the right age group. In the end, social media is one of many tools to consider and it is not, be default, the highest priority tool.


Social Media for Crisis Communications: Social Media for Crisis Communication and the Generation Gap

By Gerard Braud

IMG_2621As we discuss social media as a crisis communication tool that allows you to reach your core audience, this is a good time to explore what I will describe as both the leadership gap and the generation gap, that social media presents.

People in leadership positions, traditionally perform poorly in a crisis because it is an out of the ordinary event for which they are seldom trained. They don’t plan on a clear sunny day for the things that will affect them on their darkest day. They ignore the old adage, “If you fail to plan, plan to fail.”

You can rectify this in several ways. If you don’t have a crisis communications plan, include leaders in the process of conducting a vulnerability assessment that explores all the things that could go wrong where you work. As I mentioned in an earlier article, I facilitate many executive meetings throughout the year to conduct such vulnerability assessments. Leaders are often stunned when they see the long list of potential ways that “it” could hit the fan.

So add to your to-do list the need to conduct a vulnerability assessment in a facilitated setting with your leadership team.

If you already have a crisis communications plan, leaders should be trained in two ways; that would include annual media training and at least one crisis drill each year.

Just because someone holds a leadership title, doesn’t mean they have leadership qualities. Among the qualities I look for in someone who has leadership qualities is the ability to manage a crisis. The leadership gap is most often personified by decision paralysis. In other words, leaders are paralyzed by the fear that the decisions they will make will be the wrong decision, therefore they do nothing.

In the world of crisis communications, decision paralysis is personified by people in leadership positions not authorizing or allowing you to issue a statement in the first hour of a crisis. Often, lawyers advise them against saying anything for fear that they will say the wrong thing. My belief is that you must begin communicating something, even if it is only partial facts.

A crisis communications drill will get your leaders used to the speed at which a crisis unfolds and media training will give your spokespeople the confidence to stand before an audience of employees or the media, to let them know what is happening. I’ve seen some remarkable changes among the leaders whom I media train and the organizations for which I annually conduct crisis communications drills. If you fail to conduct media training and you fail to conduct crisis communications drills annually, you can expect your leadership team to fail you during your crisis. You can expect your leaders to fall back into decision paralysis. Think of it this way; a great athlete practices constantly and has great coaches. Well, your leaders likewise need to practice and have great coaches in order for them to perform well when they need to.

This brings us to the generation gap. We’ve already established that in the world of traditional media, leaders are slow to respond and issue statements. In the days of traditional media, when I was a television and newspaper reporter, if a crisis happened, it usually took us about one hour to arrive on the scene and begin reporting. But these days, any employee or any person on the street can communicate the crisis to the entire world in a matter of seconds. Instead of the 24 hour news cycle, we now have the 140 character news cycle. For those new to social media, 140 characters is the maximum message size allowed by Twitter.Twitter over capacity

Many leaders do not use social media. Many leaders still don’t know what social media is. Many leaders have no idea how fast messages get communicated by social media. Some leaders may have heard of the various outlets, such as Facebook and Twitter. But the reality is, they have no idea what these tools do and how they work.

I’m asked to give keynote speeches at many association and corporate conferences and a few years ago I introduced a new keynote called, Social Media When “It” Hits the Fan. The keynotes give me an opportunity to create a dialogue from the stage with leaders as I ask them what they know about social media. Here are my questions and the responses received.

• When asked how many use, 10% – 20% usually say yes.

• When asked how many use Facebook, fewer than 15% usually say yes.

• When asked how many have watched a video on, about 25% usually say yes.

• When asked how many have ever posted a video to, the response drops to 2%.

• When asked how many use Twitter, the response is usually 1-2%.

I then ask, how many have no idea what I just said and what I’m talking about, to which most hands go up and there is an uproarious laugh.

This represents both the leadership gap and the generation gap. While Gen X & Gen Y employees post comments, pictures and video to social media sites, often via their smart phones, older employees – especially leaders – are oblivious to the far reaching impact of these tools and trends.

In an earlier article in our series, I told you the best research on social media behavior comes from the experts at PEW Research.

As of December 2012:

  • 15% of online adults say they use Pinterest
  • 13% of online adults say they use Instagram
  • 6% of online adults say they use Tumblr
  • 67% of online adults say they use Facebook
  • 16% of online adults say they use Twitter
  • 20% of online adults say they use LinkedIn as of August 2012.

At this point, take out your to-do list and place on the list the need to do social media training; that is to say, you need to conduct programs to educate leaders on the impact of social media both on good days and in a crisis.

If you have a corporate meeting planned or if your leaders attend specific association meetings, you can always ask the meeting planner to invite me or you can call me with their contact information. That way, I can help you close the generation gap and solve the leadership gap if you would like my help.


Social Media for Crisis Communications: Crisis Communications and Social Media When You are a Little Part of a Big Story

By, Gerard Braud

Sometimes your company, government agency or non-profit organization experiences a Social Media Gerard Braudcrisis that is isolated just to your organization. Sometimes, your organization is part of a much bigger crisis, and while you have serious crisis issues to communicate, you are not the biggest part of the story.

Social media is a terrific way to communicate to your core audiences when you are a small part of a much bigger story. This is especially true in events such as a widespread power outage, a pandemic, or a natural disaster.

When Super Storm Sandy hit New Jersey and New York in late October 2012, there was both the big crisis of the storm, as well as all of the smaller crises of each community, each government agency, each non-profit organization and every company in the region.

Based on article seven about building social media relationships before a crisis, article eight about the media listening to social media during a crisis and article nine about using technology to broadcast live during a crisis, you have the pieces you need to understand how you can get both media attention and the attention of your core audience during a crisis.

Out of all of the times to use social media during a crisis, this tops the list.

First you begin by making sure your organization has created your basic social media channels, including the big three, YouTube, Facebook & Twitter. Many of you reading this will admit that your organizations do not currently have these channels because you don’t know if they would benefit your organization and you haven’t decided how you might monetize social media.

Well, if you want to use them in a crisis, you need to establish them on a clear sunny day.

Admittedly, you may not have a lot to say on a normal day and you may not get a lot of followers on a normal day. But during a crisis, especially a natural disaster, people can easily access the big three social media channels through their smart phones.

Hurricane Isaac Gerard Braud CNNNext, make sure you add your CNN i-Report channel. If your local media requires you to pre-register to post photos and videos to their sites, pre-register there as well.

Again, especially prior to a predictable weather crisis, you have the ability to more aggressively begin managing the expectations of your core audience. You can use your conventional communications channels to let them know that during the event, you will be doing frequent updates through YouTube, Facebook and Twitter. People who may never use these sites to connect with you on clear sunny day, will use them during the crisis.

You will also get the power of people sharing key links.

If, during the crisis, the media are spread thin and unable to give coverage to your situation, you can circumvent the media and take your message directly to the people who need to hear it the most.

Here is an example: Imagine you are a small rural town on the Jersey Shore during Super Storm Sandy. While the media are showing images of downtown New York or the Atlantic City Boardwalk, you could have a team of people out with smart phones or iPads posting pictures of damaged houses. The team could post the address of the house, so an evacuated homeowner can quickly learn the status of not only their town, but their specific home.

Imagine riding down the street and shooting a short video of one city block, as I’ve done in this video from Rockaway, New York, in an area damaged by Sandy. If evacuations were still underway, residents of this street could all watch this video on YouTube to get a preliminary assessment of their home and the challenge they face ahead.

In my own personal situation following Hurricane Katrina, it was nearly impossible to get information about my small town of Mandeville, LA, because all of the news coverage was about the flooding in New Orleans. It was days before I was able to reach someone who was able to drive down my street and assess my home. They were able to tell me that I had 25 fallen trees, but that none had fallen directly on my house. They were able to tell me that the overhead electrical wires to my home were down and that my meter pan had been ripped off of the side of my house. With that knowledge, I knew to buy all of the necessary parts I needed to repair my electrical system while I was still in my safe evacuation zone, since no stores were open and those electrical parts would not be available once I returned to Mandeville.

If that scenario happened today and my town had channels on YouTube, Facebook and Twitter, people could be posting photos and videos on a block by block basis. That would be effective crisis communications. Keep in mind, this required a dedicated team of people to manage the crisis communications. This is not necessarily something that will be done by the police or other emergency responders, although it could be done by them with planning on a clear, sunny day.

One other benefit of social media is that it is fast to use, so you may be able to do more frequent, faster updates than you could on your own corporate website.

winter storm cleonI must add, social media is also a great tool for managing the expectations of your audience. For example, an electric company can be communicating how long power will be out and how customers should deal with their loss of creature comforts. Con Edison Power used their social media channels effectively following Super Storm Sandy.

A huge problem, however, with electric companies, is that they want to brag about how many homes have been reconnected after a storm. The backlash comes when the few without power take to social media to bash the electric company for not getting power to their home.

On your to-do list today is to set up your social media channels, if you don’t already have them established. If you have them established, make sure your public relations team has access to them. Often, social media sites are run by the marketing team, which may have a much different goal than the PR team… and the marketing team often maintains tight control over the login and passwords.

Tomorrow, we’ll discuss how to achieve great search engine optimization in a crisis by using social media.





Social Media for Crisis Communications: Combining Technology & Social Media for Crisis Communication

By Gerard Braud

With no electricity for 5 days Social Media Gerard Braudand 6 feet of water from Hurricane Isaac surrounding my house on the shore of Lake Pontchartrain near New Orleans, I became the go-to correspondent for CNN & The Weather Channel. Using only my iPhone, Skype and 3G, I was able to send reports first to YouTube and CNN’s iReport, then use social media, text messaging and e-mails to get noticed by the networks, which eventually led to an incredible number of live reports.

Hurricane Isaac came ashore on August 28, 2012. The Weather Channel and CNN had dispatched their correspondent to the banks of the Mississippi River in downtown New Orleans, tethered to $65,000 HD cameras and a half-million dollar satellite trucks. Meanwhile, the anchors back in the studio were conducting a series of phone interviews with Emergency Managers and Public Information Officers (PIOs) in the area.

So why is it, with the wealth of official knowledge available, the networks suddenly cut away during storm coverage to interview a seemingly random resident 30 miles away, standing in rising flood waters at his home along Lake Pontchartrain in Mandeville, Louisiana?

The answer? Because I’m the resident, I’m in rising floodwaters, and I have an iPhone with Skype. In short, they picked me because I can offer them great visuals, first hand information, and the technology to broadcast to the world from my front porch.

The network’s reporters have much better equipment and the PIOs have official information on the phone, but the resident has added the much needed sex appeal this story has been missing; the resident offers better television coverage than any of the network’s other options.

In any crisis you face, you could easily be upstaged by an eyewitness unless you can be better than they are. That’s why I’ve been teaching workshops on this system to many of my clients and at conferences for many associations.

Gerard Braud Media Training and Crisis Communication with IPad IPhoneIn the meantime, view a quick video lesson on how to effectively communicate in a crisis using your iPhone, iPad or other smartphone and smart tablet technology.

Times are changing and both spokespeople and media trainers need to take action now to prepare for the interview of the future. I suspect we are quickly approaching the day when the media will stop sending news crews out to interview you in person. Instead, they will expect you to do interviews on the spur of the moment, especially from the scenes of unfolding, highly visual crises.

This means you should take these 3 steps:

1) Get the right technology.

2) Get training on how to use the new technology.

3) Schedule a customized Media Training class to help you better answer questions from the news anchors during your interview while you are simultaneously (and flawlessly) operating the technology.

Taking one step without the others is dangerous. You must do all three because operating and holding the technology while being a spokesperson is a daunting, multitasking event that goes beyond anything you have done before. There is no camera crew. You are the camera crew. There is no producer. You are the producer. This isn’t Skype from your stationary desktop computer. This is Skype while you walk, talk and hold your i-Pad, i-Phone (or similar smart device). This isn’t FaceTime with your mother in which she doesn’t care how you are framed on camera. This is network news in which we clearly need to see you and see what is in the background.

What spokespeople and public relations professionals will soon discover is that:

a) The media will begin expecting you to be ready to do an i-Interview

b) If you are not prepared, they will skip over your official information and go get it from an eye witness with technology who is on the scene.

Furthermore, your readiness gives you an upper hand when you can show and tell the media something they cannot get from a lesser source.

Here’s what you need to know to get started:


iPhones, iPads and laptops, with a built in video camera, top the list of the technology you need. Many smart device will do, provided you can see yourself on camera. This feature is missing from early models of smart phones.

Using these tools for a live interview means you need to be connected to the Internet and you need the free Skype application available at Depending upon where you are and whether you have electricity, you can use Skype via Wi-Fi or your G3/G4 phone signal.

Many of you are Skype veterans, but if you’ve never used it, Skype works essentially like a telephone call from your computer or smart device, except it allows your voice call to become a video call through the device’s built in camera. A network producer will call you via your Skype address, you answer, switch on the video feature and you are ready for your live broadcast.

Wi-Fi, Skype and iPads can be temperamental. Occasionally the signal will freeze while you are live on the air.

Good audio is also important. When the wind started howling and drowning out the voices of the anchors, I was forced to switch to my laptop, with a built in web cam and USB Skype headphones with an attached microphone. I could hear them better and they could hear me better.

Periodically between the live interviews, I used my iPhone and iPad to take video of the flooding. I then used the Internet to upload the raw footage, making me a triple threat: I had great video; I had a great location; and I had the technology and information to communicate effectively at a critical time.

Technology Training

There are two parts to the technology training.

Part one is learning which keys to push and what applications to use.

Part two is having the talent to manage the technology, while holding the technology and conducting an intelligent interview with the news anchors. This can be tricky.

You have no margin for error when you are both managing the technology and the interview on live television. For that reason you need to practice using the equipment, while holding it yourself, while talking.

The technology training needs to also include how to shoot additional video at the scenes of your event. That means learning how to hold your camera phone or iPad perfectly still, as well as knowing when to “pan” or turn the camera to enhance the video that you provide to the network. These days, the media will use even well composed still photos from a smart phone. While pictures and videos from the untrained eyewitness are often of poor quality, you have the ability to offer more compelling images that better tell the story.

Media Training

Annual Media Training should be standard operating procedure for every spokesperson. Talking to the media is a skill much like playing sports; you must practice on a regular basis and increase the intensity each time in order to master it.

When you combine it with technology training, you will learn how to hold the iPad, iPhone or laptop at the proper distance so your arms don’t show. Next, you need to learn how to
“frame the shot” so the television network sees both you and what is going on behind you. Then, you need to learn where to look, since the web cam on these devices usually tends to be off to one side or the top or bottom. Looking good goes hand in hand with looking intelligent and sounding intelligent. Likewise, saying what is most important upfront is critical, because your live shot will likely last only 90 seconds.

In the world of crisis communications, expect live interviews on the scene via Skype to become the norm. Soon you will see television stations interviewing police officers from crime scenes and first responders being interviewed from the scene of disasters.

But this technology shouldn’t stop with just the media. It also lets you post videos and interviews to YouTube, Facebook and your own website, so your public, your employees, and the media all have access to the best, up-to-date information.

Certainly, during a crisis, powerful communications before the crisis and rapid communications during the crisis has the ability to move people out of harm’s way. But that life saving critical communications depends upon you learning to do your part.

Is the Media Ready

The media are actually slow in evolving toward i-Interviews. Likewise, many corporate spokespeople are also still fighting to get their IT departments to authorize i-Pads and similar smart technology.

As media revenues continue to fall and as layoffs continue among reporters and photographers, i-Interviews will be the media’s low cost alternative. The question is, will you be ready for the interview of the future?

Add to your to-do list the need to acquire the technology and get the training. Please call me if you would like me to be your in-house trainer or to present a training program for an upcoming conference.

Social Media for Crisis Communications: The Social Media Listening Post in Crisis Communication

By Gerard Braud


Let’s look at several case studies to understand the impact of social media when “it” hits the fan.

Social media allows us to communicate in a crisis; social media fails on us during a crisis; social media can cause a crisis.

Where do we start? Think of social media first as a place to Listen and not to talk. Look in the mirror. You will notice the good Lord gave you 2 ears and one mouth. You should use them in that proportion.

Now let us look at social media case studies of crises that involved natural disasters. In the case of Haiti, immediately following the January 2010 earthquake, Twitter was providing a platform for discussions. Facebook was providing a social media channel for discussions that are more in depth. But the conversations were incomplete because many of the people closest to the situation could not talk with us or receive our messages because they were without electricity. Their cell phone batteries were dead and the cell phones that had power were competing for limited band width and likely unable to get a signal. This should be a big red flag that social media and electronic communications have their limitations in many crises.

The Fukushima disaster and Japanese tsunami in March 2011 was another event that unfolded on social media. Some people claimed they learned about the actual earthquake on Twitter, before the shock waves even reached them. Whether this is true or another internet myth, the reality is it could have happened and could happen for other events in the future.

One social media trap is that verifying information is often difficult. It is not wise to repeat unverified sources, even though people on social media do it all the time. This means our listening requires extra attention. In the case of Twitter, we can sort our listening by hash tags by simply following a trending word with the # sign in front of it. Among the great dangers on Twitter is when wrong information is re-tweeted. On Twitter you will often see the letters “RT” before a message, signifying it has been re-tweeted by followers of the original message.

And while social media allows you to listen, often technology fails you, preventing you from both listening and talking.

Twitter, again, is constantly vulnerable to overload. Have you ever tried to use Twitter, Twitter over capacityonly to get a screen that displays a giant whale being lifted by tiny birds? The message says Twitter has exceeded its capacity.

Think about it? In a crisis, internet and telephone use goes up exponentially. At the time you need it most, it may fail you, impeding your ability to listen as well as talk. This is a warning sign that says your Crisis Communications Plan should not be built with a heavy foundation of social media. Your plan should be more heavily rooted in more traditional communications means, with a component of social media as a lower priority option, based on where technology stands today in 2013. This may change in the future, and you must be vigilant to stay abreast of trends and technology so you can rethink this as needed in the future.

To prove the point of technology’s weakness and failure, examine how often it fails not in a crisis, but in a simple, regional moment of joy. When my hometown New Orleans Saints football team won the NFC Championship on January 24, 2010, all cell phone and land based phone lines in New Orleans and our region were jammed and calls could not be made. Even text messages could not go through. This lasted for nearly one hour after the end of the game. For that reason, you should never put all of your eggs in one basket. This is a clear example that if you live by technology you will die by technology. In the world of crisis communications you may have many tools at your disposal, but you must have a Plan B and a Plan C. If one set of tools fail, what can you use next?

You, as a professional communicator, representing a company, government agency or not-for-profit organization, must consider carefully how much trust you want to put into social media as a part of your crisis communications tool box.

You must also be aware that your potential opponents may be out maneuvering and out communicating you, using these same tools, in certain types or crisis events.

Egypt WaelGhonim2In 2009 we saw a different type of crisis and crisis communication as the Arab Spring
unfolded. The initial government opposition in Egypt started on Facebook. As outrage
spread on Facebook, it eventually spilled into the streets as protests. Eventually in Egypt and other countries, social media played a major role as protesters in the Middle East were using Twitter to communicate where police attacks were taking place and twitter WaelGhonimwhere protesters could find safe houses during street riots. For the most part, the government leaders were not savvy enough to understand the power of social media. Private Facebook postings to
friends and direct tweets to colleagues gave protestors a clear communications advantage as this crisis unfolded. Eventually, some of the open chatter of protesters on Twitter allowed their opponents, the
government, to listen in on the conversation to eavesdrop.

And while the protesters were technically using Twitter as a communications tool, their needs are likely very different than the communications needs of your company.

As we stop for today, add to your to-do list the need to set aside 10 minutes to evaluate how you might use social media to listen during certain types of crises. Also, evaluate to what degree you might use it as an outbound communications tool to talk during a crisis.


Social Media for Crisis Communications: Social Media Relationships Before Your Crisis

By Gerard Braudfacebook-like-button

In considering social media and crisis communication, let’s all agree that social media may cause your actual crisis. Other times, your crisis may be of your own making and social media then amplifies the crisis because of the chatter created in cyber space.

Social media at its worse, clusters mean, anonymous people saying unkind things about your issues and your employer. You have no control over their public conversation. In better situations, fans might say nice things.

In the best situation, social media is about relationships. It is a space and a collection of tools that cluster people with whom you wish to listen to and talk with. It clusters people who want to hear what you say.

I’m not a fan of many aspects about social media because effective crisis communication involves controlling the message and the messenger. However, if I want to at least influence the conversation, the message and the messengers, it is more easily done through friends and supporters than through those anonymous mean people. As with much of what I advocate, those friendly relationships must evolve on a clear sunny day, if you wish to have that support on your darkest day.

Consider that social media is the ultimate personification of 6 degrees of separation. The people you have relationships with have other relationships you don’t know about. That means they are repeating things to friends of friends of friends, creating a circle of conversations and influence. This frightens me because there is less control over the message and the messenger. Yet, it creates hope for me because if a good relationship is built on a clear sunny day, it produces people who like your organization. As a result, they will be more likely to support you in tough times. Essentially, people you have a relationship with have the ability to become your brand ambassadors.

Let’s stop our conversation here today and add something to your to-do list. How might you use social media to create meaningful and sincere relationships with members of your core audiences?

Tomorrow we’ll look at some case studies and struggles in the world of social media and crisis communications.