With media reports on the worldwide concern of the H1N1 virus becoming more and more prevalent, being prepared to tackle such an issue with a crisis management plan is more important than ever before. As local economies, businesses and attractions depend on tourism, having a crisis management plan in place will help you and your company prepare to tackle internal and external issues and communications.
The Division is currently developing a crisis management plan in preparation for the H1N1 virus or any similar issue. Upon completion, we will share this plan with Ohio’s Tourism Industry on the Division’s Industry Web site. Until then, preparation is key to tackling any problem head-on, and we encourage you to take a look at your crisis management plan and make necessary updates. If you don’t have a crisis management plan, below are several suggestions from the Public Relations Society of America on how to appropriately manage crisis situations:
Connect and coordinate with others. Get to know your counterparts at area hospitals, local government offices, public health departments, police, fire departments and the media. Create a list of e-mail addresses and phone numbers—during a crisis is not the time to start trying to build relationships.
Act quickly. The media reports information as it is released, and if it needs to be corrected or updated, they do it at a later time. You must quickly operate at “Twitter speed,” manage the information flow and ensure accuracy. The CDC, FEMA and local agencies are effectively using Twitter to provide updates.
Communicate constantly. You need to be ready to use both traditional and social channels to reach employees and the public. News releases are no longer the most effective means of communication during a crisis; audiences expect frequent Twitter-length updates. It is vital to keep your Web site current and functioning because when other communications technology fails, the Web is the most accessible.
Monitor news and information. Given how quickly rumors and misinformation spread with traditional and social media, continuous monitoring is essential. Early on during the H1N1 outbreak, people stopped eating pork because they thought eating “swine” might spread the virus. You need to be seen as a credible source of information.
Be prepared to manage interactivity. In today’s environment, audiences expect answers to questions, and they expect them quickly. Make these answers public to avoid having to respond to the same question multiple times. Use your Web site as the primary organizational response mechanism. This approach can help reduce the strain on communications staffs in times of crises.
Communicate clearly and openly. Transparency and honesty are the best methods, even if the news is grim. Telling people what you do and do not know is reassuring. Use existing expert sources, such as the CDC or Ohio Department of Health, which provide links and content that you can customize for specific audiences.
Provide and maintain perspective. You need to strike a balance between unwarranted panic and a lack of concern. It is in your best interest, your organization’s best interest and the best interest of the public to provide perspective.
Support your team. In times of crisis, communicators are on the front lines. Make sure that you’ve trained your team and given them skills that they need to cope with stress.
It’s necessary to reiterate the importance of being prepared, not panicked. With a crisis management plan on hand, you can more effectively communicate with your staff and the public during a crisis and become a trustworthy source of information on what to do.
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