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Issues and Crisis Management

It is highly likely every organisation will need to address an issue or crisis publicly at some point and therefore a plan to manage these situations is essential.

Anticipating what could happen in a business, and then developing an approach that is practised can help limit any long term damage from a negative occurrence.

Elements to be covered by an Issues and Crisis Management plan, include:

  • Defining spokespeople, protocols, roles and responsibilities of leaders in the crisis management team (CMT), with key spokespeople also needing to be media trained
  • Identifying the stakeholders and confirming best channels of communication for each group
  • Confirming media contact database and keeping this up to date
  • Scenario development so you can anticipate what may happen
  • Develop templates for communication responses including holding statements
  • Question and answer document - anticipating some of the potential enquiries
  • Role playing the crisis response involving members of the team
  • Establish issues monitoring and logging process

Successful issues and crisis management relies on having key elements of a plan in place and then following a process from identifying an issue, to making sure there’s an opportunity to add value to a situation, and developing a comment opportunity in order to communicate key messages.

It takes practice and the confidence to get involved as a spokesperson and it’s recommended this is developed early on and reviewed regularly.

PR - Oscar Wilde

The more that can be planned in advance the better an organisation will be prepared.  Regular review and practice of the plan is important.

Using technology to keep the Crisis Management Team in touch with an issue, such as a WhatsApp group can also be useful.

PR is dead.  Long live PR.


A few years ago, there was a lot of discussion in New Zealand about the changes to traditional media and the threat to public relations.  Digital agencies blossomed and PR seemed to have been left in the lurch.

Now, nothing could be further from the truth.  

With an ever changing and burgeoning communications landscape the role of PR is growing constantly, infiltrating different channels and becoming central to all delivery of messages and stories.  

It’s not what it used to be, and that is a good thing.  To maximise PR’s value it just needs different thinking.


 

Jonathan Tudor | Public Relations

Jonathan Tudor  | Director

I was introduced once as: “here’s the person I was talking about who’s been in PR forever.”  Tongue in cheek, yes, but fairly accurate - let’s say more than 20 years and less than 30.

No grass has grown under my shoes, in that time.  I’ve worked with PR celebrities and the occasional magician, in the UK, Middle East and New Zealand, and for several world leading agencies.

I’ve served countless well-known brands and businesses, in an eclectic range of industries, worked as an independent consultant and established an agency with a difference, Storicom.  Throughout, my passion has been the importance of service, informing and being precise.

The renaissance currently underway for PR is its most significant evolution - communication has become an ever-present management tool to drive a business in the direction it wants to go.  I’m committed to helping people achieve this.

Present and Past Public Relations Clients

Present & Past PR Clients