Some nonprofits strive to make headlines in the media and press to share their cause, message, and activities. However, the media does not merely publish similar news but thrives on scandals and tragedies. Sometimes, nonprofit organizations can be a rich source for such media, as they are close to the community and viewers. Therefore, nonprofit organizations should prepare to face such situations and master the art of communication during these crises, which revolves around techniques that must be followed and options to adopt.

  1. What is the difference between a crisis communication plan and a crisis management plan?

A crisis communication plan helps generate rapid responses, clear thinking, and engagement during a crisis, working alongside a disaster plan to mitigate (or reduce) damage, focusing on presenting the situation in the best possible light. Moreover, having the plan in place before the crisis gives you enough time to think about what is needed without distraction, allowing you time to handle the crisis when it occurs. The goal behind this plan is to gather all important information in one place, so you do not have to search for it when disaster strikes.

The crisis management plan, on the other hand, defines:

  • Those who should comment on the crisis and the rest who should remain silent.
  • The resources needed by the organization.
  • Those who should be involved in this plan and those who should not.
  • What should be focused on and what should be ignored.
  • A phone directory containing the contact numbers of stakeholders in the organization who can be reached at any time.
  1. Must the spokesperson hold a prominent position?

It is not necessary for the spokesperson to hold a prominent position. The qualities they possess are more important than the authority they hold. As a result, this person should be able to remain calm under pressure and answer questions posed to them. Furthermore, they should be capable of rephrasing this answer to suit various audiences, keeping it within a certain timeframe.

In fact, the expertise of those in positions of authority within the organization is not enough. Personality, behavior, and vocabulary can all affect the organization’s message when broadcasted to thousands. Indeed, the spokesperson should be able to choose their words, tone of voice, posture, facial expressions, and demeanor. Additionally, the spokesperson needs to know that the media are merely tools to help convey the organization’s stance and message.

  1. Are there materials that should be worked on in advance?

The media may need basic information such as the organization’s background, mission, activities, or services offered. Specific responses to crises that the organization anticipates could also be crafted. Different crises require different responses. For example, a fire in the nonprofit’s daycare center may require a different response than the death of a child due to choking.

Notably, the organization can choose individuals and train them on how to speak on behalf of the organization during crises to communicate and work with the media to serve the organization’s interests. Generally, the organization can identify key stakeholders in crises who should be considered its target audience, such as the media, government, community groups, business groups, citizens, clients, beneficiaries of its services, investors, and sponsors.

  1. How can I choose what to say and to whom I should direct my message?

The closer people are to the center, the more interested they are in knowing about the crisis compared to others who do not pay enough attention due to their distance from this center. This is akin to a drop of water falling into a pond, where ripples are created that gradually fade, unlike those close to the center which only disappear last. From this perspective, the organization should determine the groups that belong to each ripple so that it can establish its crisis communication plan. The closer one is to the center, the more precise, detailed, and clear the information appears.

In fact, consultants and decision-makers in your organization, such as the chairperson, the attorney, the insurance agent, and the spokesperson, will need the complete picture, in addition to those helping to achieve the organization’s mission, like employees and volunteers representing the second ripple. The third ripple represents the community, and so on until all ripples are completed.

  1. How can the organization ensure that its staff remembers everything they are supposed to do during a crisis?

A media strategy checklist helps focus on the steps the organization needs to follow during a crisis. This sample can be modified according to the crises being dealt with. Here are the most important things to remember when the organization faces a tough situation:

  • Notify the spokesperson.
  • Gather those involved.
  • Confirm the facts.
  • Clarify and verify technical information.
  • Prepare a brief statement.
  • Compile a list of all facts and figures.
  • Inform the stakeholders.
  • Notify volunteers and followers about changes.
  • Respond to the media.
  • Keep a record of media calls and questions asked.
  • Update the media on developments.
  • Identify follow-up impacts.
  • Evaluate and improve the system.

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Source: Nonprofit Risk