Posted on

The #Gatwick #drone part 2 – what the policeman should have said

Approx. reading time: 2 minutes

Hindsight is a wonderful thing. And yes, it’s easy to be wise after the event. But in my previous post on the Gatwick drone incident I promised I’d suggest an alternative – and hopefully better – response to the one that prompted lurid headlines and landed Detective Chief Superintendent Jason Tingley in hot water with his Chief Constable and the Government.

The BBC News presenter asked him, you may remember, what turned out to be a trick question: “Are you even considering the possibility that there may not have been genuine drone sightings in the first place?”

By answering it the way he did – conceding the point – Det Ch Supt Tingley set a proverbial hare running which proved hard to stop. Denying the journalist’s contention outright wouldn’t have been advisable either because (mixing metaphors hopelessly) he’d have boxed himself into a corner if it turned out there wasn’t, in fact, a drone. My version doesn’t ignore the question but lets the facts speak for themselves and, in turn, allows the audience to draw its own conclusions.

Police officer:  “We’re investigating more than a hundred sightings – not just from members of the public but from police officers and airport staff too. Some of those sightings may, of course, be duplicates (several different people reporting the same thing). Some may be genuine mistakes (people seeing what they think is a drone but which turns out to have been something else – a bird of prey for example). Some could be made up for malicious reasons. But all that said we have to act on the information given.

“Aviation is, quite rightly, a risk-averse industry. A collision between an aircraft and a drone could be calamitous. So we have a duty to do all we can to keep people safe. We exercise what we call the precautionary principle – better safe than sorry in other words. Now I understand that the impact of all this is huge and I’d like to add my apologies to those of the airport and airlines for the disruption caused. I’d also like to thank the public for their continued patience and understanding. I’d like to pay tribute to my police colleagues, airport and airline staff, the Civil Aviation Authority and now the Army for their hard work in getting Gatwick back to normal as soon as it’s safe to do so. And I’d like to reiterate my determination to bring those responsible to justice. Let me be absolutely clear. We are investigating a crime.”

Compare this to what Det Ch Supt Tingley actually said.

Now I fully accept I had several hours to carefully consider my response compared to the detective who almost certainly only had several minutes and was also shouldering heavy responsibilities as the SIO (senior investigating officer). That said the purpose of media and crisis communications training it to have the benefit of foresight. Foresight, of course, is not as good and never as accurate as hindsight but it’s certainly better than being blind-sided. Plan for the worst, hope for the best and be flexible.

Posted on

Schrödinger’s drone – three crisis comms lessons from the Gatwick closure

Approx. reading time: 2 minutes

Detective Chief Superintendent Jason Tingley probably didn’t have the best of breaks. He’s the Sussex police officer who admitted in an interview just before Christmas that there may not have been a drone at all – despite the numerous reported sightings that brought Gatwick Airport to a standstill over two days, disrupted 1,000 flights and affected 140,000 passengers.

Following a hastily arranged conference call with Government ministers, Tingley’s remark was explained away as “poor communications.” His press office issued a clarification. And then his boss, Sussex Chief Constable Giles York, appeared to contradict him, stating on BBC Radio 4’s Today programme: “I am absolutely certain a drone was flying throughout the period the airport was closed.”

Giles went on to say that his officer “was trying to describe an investigative approach, that asks ‘how can we prove the presence of the drone in the first place?’” But he conceded Tingley’s remark had “amplified the chaos” surrounding the incident.

So what can be learned from the curious incident of the drone which, not unlike Schrödinger’s Cat, appears simultaneously to have been both present and not present? Here’s my analysis of the original exchange on BBC News and three lessons for all of us involved in media, PR and communications. Once you’ve had a look a what I have to say please subscribe to our blog and the ACM Training YouTube channel (if you haven’t already).

So what should the Detective Chief Super have said? I’ll be making a suggestion or two in the next post.


Posted on

#O2down – 11 crisis comms lessons from the mobile company’s data outage

Approx. reading time: 3 minutes

I was one of the estimated 32 million customers affected by O2’s data outage. And like many of those customers I took to Twitter under the hash tag #O2down. But in my case not to criticise the company. No, I wanted to thank O2 for providing me with a crisis communications case study. There’s a lot, I believe, other organisations  can learn from its approach – whatever sector they’re in: high tech, low tech; for profit, not-for-profit.

  1. Acknowledge there’s a problem as soon as it’s evident there is a problem. These days there’s nowhere to hide – especially for data companies like O2 whose very business model is information exchange.
  2. Monitor social media. For bigger organisations at least, keeping an eye on social is a great way of staying as close to the proverbial curve as possible (despite what others may tell you keeping ahead of it is nigh on impossible in crisis comms).  In our always-on world (or nearly  always on in O2’s case) the initial indication of trouble often comes from customers rather than from colleagues.
  3. Apologise. Saying sorry costs nothing. Not saying sorry costs a whole heap more in the long run. Saying sorry isn’t an admission of guilt. It’s a strength, not a weakness. And, contrary to popular belief, it won’t make a scrap of difference if or when it comes to litigation. In fact, damages are likely to be lower as a consequence of an early apology. 
  4. Don’t blame. Nobody likes a snitch so blaming somebody else for your travails will only exacerbate the problem. In O2’s case it looks as if the problem was with expired software licences at one of its suppliers, Ericsson. So it might have been tempting for the company to say, in effect, “not our fault guv.” But I heard nobody from O2 say anything of the sort. That said O2 didn’t hide the fact that Ericsson was involved which leads on to my  next point…
  5. Be open and honest. Don’t dissemble. Keep your “customers” (or other stakeholders) in the loop. Let them know what you know as you know it. And also let them know what you don’t know. I know this sounds suspiciously Rumsfeldian but there’s no shame in the  early stages of a crisis not to have the complete picture. It’s the inevitable fog of war. There is shame, however, in holding back important information like the loss of sensitive customer data. You don’t want them to feel as if critical information has been dragged from you. 
  6. Actions speak louder than words. Words are all very well but they can sound rather hollow if they’re not backed up with action. O2 apologised almost immediately (see point 3) but very quickly followed that up with an offer of compensation. Now that doesn’t just sound like sorry if feels like sorry too.
  7. Be generous. Most of O2’s customers lost only a day’s data. But they were offered two days worth of credit as a gesture of goodwill. That’s likely cost the company millions of pounds more than if it only made up for the actual loss. Now, it may yet recover the cost from Ericsson so you could argue it’s being generous with somebody else’s money. But nonetheless this goodwill will almost certainly be worth every penny. And while we’re on the subject, offer compensation (it doesn’t have to be financial) before it’s demanded. 
  8. Get the tone right. It’s not just what you say but how you say it. Saying sorry through gritted teeth grates. So does telling people you’re being open an honest with them but with your arms folded firmly across your chest. Your verbal, para-verbal and non-verbal communication are pulling in different directions.  Have some humility. Don’t be overly apologetic (it can sound insincere). But don’t be flippant either. O2 made sure its communication – digital and analogue – struck the right tone, walking the fine line between light  (on social especially) and heavy. The outage was inconvenient for most, serious for some. But ultimately nobody died and the tone conveyed that.
  9. Don’t overpromise. It’d be crazy for O2 to tell us it won’t happen again. But the company made it clear it had learned from the situation conveying the more realistic and credible message that it’s less likely to happen again.
  10. Don’t under do the thanks. Thank your customers for their patience and understanding. Thank your staff for working hard to resolve the problem. Even thank your suppliers – even if they were to blame (see point 4)!
  11. Turn a negative into a PR positive. The episode will end up costing O2 and Ericsson millions. Giffgaff (one of the smaller providers affected) has made it easy for it’s customers to donate their compensation directly to charity. It won’t change the Giffgaff bill – its financial capital will decrease. But its social capital will increase. Smart move. Cost neutral. PR positive.

This post is also available as a podcast in ACM Training’s Five Minute Masterclass series. You can listen to the original there or below.


If you’d like to join Richard at his next open, public, crisis communications workshop in either London or Manchester he’d love to see you. And as a follower of the ACM Training blog you can book your place for just £99 between now and December 31st – a Christmas saving of £80.

Posted on

The world’s shortest social media policy (unless you can beat it)

Approx. reading time: 1 minutethe world's shortest social media policyThis is our social media policy at ACM Training. We’ve seen some longer ones in our time. Like the BBC’s social media policy where our social media trainer, Richard Uridge, used to work. He confesses he’s never read it. And that’s one of the problems with long and complicated policies. Nobody reads them when they really should. It’s a bit like the “mind the gap” warning on the railways. Short, sharp and to the point. Take too many words to say the same thing and people plunge to their (social media) deaths.

  • Point one above is about being purposeful. For profit or not-for-profit, you’re using social media to “sell” something.
  • Points two, three and four are, one way or another, about being mindful.
  • Point five is about being careful.
  • Point six is about being carefree (not mutually exclusive with the previous point)!
  • And the final point is a warning – both to individuals and organisations – that criminal, civil and even contractual law does or at least should or may apply.

So if you’re contemplating posting a picture of a cat that looks like Donald Trump to your Facebook page – don’t. That’s banned under rule one. And, come to think of it, the others too!


If you’re in the process of drawing up a social media policy for your organisation we’d love to help.

Posted on

In praise of social media content calendars and how they can save your professional life

Approx. reading time: 4 minutesI’m a big fan of diaries. Leather-bound analogue or online digital, they’ve saved my (personal) life more than once. Reminded me of children’s birthdays when there was still enough time to get presents. Helped me remember the exact day I met my wife so that the flowers arrived on the actual anniversary because a day late…well that bunch of tulips may as well have been Triffids. Stopped me missing the deadline to get those Christmas cards in the post to relatives Down Under.

And so content calendars can be (professional) life savers. Reminding us in plenty of time to plan and schedule content before it’s too late to post – not to Australia – but to LinkedIn, Facebook, Twitter and the other places we’re colonising as part of our social media empires.

A content calendar should be the number one tool in your social media tool kit. It helps you plan and schedule your content across the full range of your platforms in advance.

The sheer volume of content on the social web means it’s getting harder and harder for your content to stand out. And to make matters worse organic reach is in decline. So to tackle these twin challenges you need to generate creative content, schedule it well and consistently and boost it selectively as your budgets allow.

Consistent posting is one of the best ways to get more followers. Regular updates show potential followers you are, in fact, worth following. That they’ll be rewarded with fresh and interesting stuff – whether that stuff is pictures, videos or words (written in a blog post or spoken in a podcast).

A content calendar can you help you achieve this consistency across your platform mix by getting you into the habit of planning and scheduling in advance and not missing opportunities. I’m guilty – and I’m sure I’m not alone – of forgetting my Twitter feed, for example, and then playing catch up by posting heaps over a short period.

Finding the right content mix

The temptation is to use social simply to “sell.” Don’t! Many a sale has been lost by the seller being too pushy (think getting pounced on by an over-eager assistant the moment you walk into a shop). Pushy on social is understandable. After all, you’re putting a lot of time and effort into it and you want the best possible ROI. But, paradoxically, the harder you try to sell in an obvious way the less well you’re likely to do. Too much self-promotion can alienate your “customers.” The answer is to mix the explicit sales stuff with other content.

Eighty/twenty (80/20) is a good starting point. That is for every post that’s “selling” your product or service you make sure there are four posts that are helpful and interesting.

Another starting point is to use what’s called the rule of thirds. A third of your posts promote your business or generates leads. A third comes from other sources within your sector – on the understanding that your customers aren’t just interested in you and your company or organisation  but have wider interests. And a third of posts engage directly with followers – for example, by answering their questions, responding to their comments or posting user-generated content.

Whichever approach you adopt, over time you’ll discover the exact mix between these sources that works for your business. A content calendar will help you stick with the right mix.

The simplest content calendars are those that come with your computer, tablet or smartphone. Just jot down ideas as you get them. They might be timeless ideas or have a long long “shelf life” in the sense that it doesn’t really matter if they’re posted this week or next month. Others might be date-related – tied to a particular day or event such as national bring your dog to work day (yes, really)!

The more sophisticated calendars are spreadsheet based and can help you keep an eye on things like content quantity and network mix, with colour-coded pie charts and bar graphs. You can even add columns to assign work to colleagues or link to resources such as word documents, images and videos. Here’s one I’m road testing for a client courtesy of Smartsheet. It’s a free resource and seems pretty impressive so far, although I’ve only done a few miles so far so to speak.

Whatever calendar option you choose, encourage collaboration by sharing it via the cloud – unless it’s an old-fashioned wall planner which has the simple virtue of being seen by everybody who walks past it whether they want to or not.

Save time (and money)

You might think it’s a lot of faff filling in a content calendar and making sure it’s up to date. But used well it’s a time saver not a time waster. And the time you save can be re-invested in the all-important business of content creation. Remember content is king. Without good quality content and plenty of it you’re bound to fail!

Here are three other content calendar tips…

  1. Content calendars remind you to create platform-specific versions of your content to avoid posting exactly the same posts across multiple networks with the embarrassment of asking Facebook or LinkedIn followers to retweet. Uncool.
  2. Look back through the entries in your content calendar as well as forward. This way you can keep an eye out for content that’s  becoming too samey or repetitive whether that’s at a key message, target audience or content level, thematically (too many posts on the same subject) or over-reliant on the same words and images (too many puppy pics).
  3. Compare your content calendar with your analytics. Are there any patterns? Did a particular post do well? If there’s a spike in your visitor numbers on a Thursday what content might have created it and when? If you’re going to pay to boost certain posts it’s usually better to boost the best performing rather than waste money trying to breathe life into the worst. Your content calendar will enable you to spend your advertising budget wisely.

Finally here’s my content calendar entry for tomorrow: start blog post on quantity versus quality – why posting rubbish is drowning out the good stuff. And here’s my diary entry: order Christmas turkey.


Posted on

Adversarial or conversational – why media training should cover both styles of interview (and everything in between)

Approx. reading time: 2 minutesFor years now the aspiration for most media trainees from the very top levels of industry, commerce and, especially, politics has been to be prepared for a haranguing by Humphrys (John, long-standing rottweiler-in-chief of BBC Radio Four’s flagship Today programme). And for years media trainers have dutifully helped them meet that aspiration. It’s been the default position on both sides of the training room. But with Humphrys’ kennel mate Paxman no longer baring his teeth on Newsnight, a new, less adversarial kind of journalism has been taking its place. This more conversational approach might, on the face of it, be less challenging for interviewees. Yet it presents them with different kinds of challenges. Ones which require less obvious and softer presentational skills than before. So media trainers must adapt their approach too.

I was reminded of this when given the brief to train the chief executive and senior management team at a non-departmental government body. The media manager told me that, like many people at their level, they’d been media trained earlier in their careers. But not recently and certainly not in a way that prepared them for the kinds of interviews they were increasingly being asked to give. Interviews where the expectation from the media was that the interviewees would be more reflective, less inclined to simply deliver their key messages irrespective of the questions (slippery style as I call it) and more entertaining (whatever that means) to boot. They’d clearly failed to meet this expectation, the media manager went on, because a recent interview hadn’t been used. Spiked, as us journalists with a print background like to say. All of which, he concluded, was a pity because they had some really important points to make.

In essence, the problem here is one of perception. One person’s shiny key messages are another person’s ditchwater. A safe pair of hands from an organisational perspective can be terminally dull from a media perspective.

Let me put it this way: if, by comparison to other contributors, your key messages are the least interesting (to readers, viewers and listeners) then in order to survive the edit and, in future, be asked back, your contribution has to be the most engaging.

Now, of course, I’d be the first to admit this is a gross oversimplification. And I’m not suggesting that if what you’ve got to say is dull then you’d best deliver it from a unicycle while dressed as a clown and juggling three chainsaws. What I am saying, however, is that you have to work even harder to frame your key messages in the most appealing way possible and deliver them with all the presentational charm you can muster. It’s a tall order. But one that at ACM Training we can help you with!


Posted on

Social media for councillors

Approx. reading time: 2 minutesShould councillors here in the UK take a leaf out of the Donald Trump playbook and be on Twitter? Set up their own Facebook page? Start a YouTube channel? Post pictures to Instagram? Or, like me, write blogs?

The answer to all these questions should be, in my view, a resounding yes. Call me old-fashioned, but democracy, whether it’s national or local, works best when people know what decisions are being made on their behalf. When I first started as a cub reporter on the Reading Chronicle in the early 1980s, local newspapers had healthy circulations and could be relied on to report local government. But now that kind of local journalism has been emasculated, councils – and wider civic society – has to find other ways of keeping people informed. And one of those ways should be via the social web.

That said, doing so is not without risk. A lot of councillors I speak to – especially women – are reluctant to promote themselves and their vital work via Twitter in particular, because of an understandable fear of trolls. And that’s not the only barrier; many elected members are, to put it bluntly, getting on a bit and can find the technological and editorial challenges intimidating. It’s a generational thing!

But I firmly believe the positives outweigh the negatives. And with getting on for 40 million UK users of Facebook, not having anything to do with social media is a crazy as the councillor who decided to have nothing more to do with his local paper (the one I wrote for as it happens) and who lost his seat at the next election.

This presentation was part of a longer social media training session for Guildford Borough Council. I share it freely (with their permission and with the addition of a commentary) in the hope that other councillors or would-be councillors will be encouraged to have a go.

I should add that in the spirit of openness Guildford Borough Council webcast many of their training sessions including the one that this presentation was a part of. I think it’s fair to say that watching it via the web  isn’t quite the same as being in the room. But if you fancy a flavour of proceedings you can see them here. And, as you’ll quickly gather, I’m the grey-haired geezer at the front wearing a black shirt.


Posted on

Time management for time wasters – minimising distractions

Approx. reading time: 4 minutes

Procrastination is the thief of time

The old proverb needs rewriting. It should read distraction is the thief of time. Because since the saying was penned by the poet, Edward Young, in the 18th century, distractions have grown to become the bigger criminal. In fact, I’d argue they’re now the biggest crook of all when it comes to time wasting. Way ahead of not keeping a to do list, multi-tasking and failing to prioritise.

Young wasn’t distracted by smart phones when he was writing Night Thoughts where the line first appeared. He felt no uncontrollable Pavlovian urge to scan news websites every time he heard a corny jingle. Wasn’t constantly checking his social media accounts for thumbs and hearts. Or snowed under drifts of non-urgent emails. His was a simpler life. Shorter I’ll grant you. But the price we pay for progress – for literally living longer – is that we waste more and more of that extra time on pointless, frivolous and unproductive tasks. Little wonder we’re becoming less and less efficient.

Some studies reckon we waste up to two hours a day at work by being distracted. I’d argue that in some organisations that’s a conservative estimate. Indeed, the Institute for Public Policy Research in it’s report Prosperity and Justice: a plan for the new economy, highlights the fact that productivity in the UK is 13% lower than in other G7 countries. But whatever’s being lost why waste the most precious commodity of all? So if you’re serious about getting back some of that invaluable time, to become more efficient, more productive, then learning how to manage distractions and interruptions is a really important part of time management. And as a consequence I can say, without a hint of irony, that it’s something delegates spend a fair bit of time on in my time management workshops at ACM Training.

So if you haven’t got the time to attend (and, of course, I think you should make the time) here are my top five tips for managing distractions:

  1. Recognise what’s truly distracting you in the first place by listing the source of the distraction every time you’re distracted over, say, a period of a week. The distractions are very likely to be digital – text, email and social media pop ups for example. But don’t forget to list the analogue too – a noisy office, and open door, a room with a view…
  2. Switch off, shut out or turn your back on those distractions that you can reasonably do so to. In digital terms that means going into your phone, tablet or computer settings (and preferably all three because of multi-screening) and switching off audio and visual notifications. Better still, turn off the phone entirely. In analogue terms it might mean closing your office door and putting up an old-fashioned do not disturb sign or rearranging the office furniture so that you’re not endlessly daydreaming over the view from the window.
  3. Limit those distractions that are genuinely unavoidable. For example, you may be on call and, therefore, unable to switch off your phone. You can always turn it face down to avoid visual alerts but still hear the ring (generally we’re more easily distracted by vision than by sound). Can you limit email receives to once an hour or even less frequently? The always on, always available attitude may make us feel important but it’s rarely necessary in most workplace settings.
  4. Take regular breaks. If you’re hungry or tired, getting deep vein thrombosis from sitting still for too long or out of breath from rushing about too much take it easy, if only for five minutes. Abraham Maslow was right – we simply can’t ignore our physiological needs and the harder we try to ignore them the more distracted by them we are. If you try concentrating on a really important task on an empty stomach (and, therefore, an energy-deprived brain) I can guarantee you’ll be distracted. So stop. And during your break by all means be distracted momentarily by all those things you’ve listed in point one. Think of it as your reward. I call it compartmentalising. You have a big compartment for work. You have a smaller one for distractions. Not one big noisy space where they all compete for your attention. Because the distractions win pretty much every time. They’ve been designed that way. Attractive distractions if I can coin another phrase.
  5. Schedule the most important stuff for times when you’re least likely to be distracted. That might be early mornings before everybody else has got to work (or got up if you work from home). Or it might be in the evening when everyone else has gone home (or to bed). I’m a big believer in handheld technology freeing us from the constraints – and distractions – of the desk or office. Sitting in the corner of a coffee shop where nobody disturbs you because nobody knows you. Pecking away at your tablet screen to finish that annual report. Or blog post. Now how about a slice of cake (see point 4) or, better still, a bag of nuts?

I should add that these points refer mainly to what could loosely be called external, physical distractions. But, of course, we can also be mightily distracted by the internal, mental and emotional stuff swirling around in our heads and hearts. I’ll make dealing with these the subject of a separate post in this occasional series, Time Management for Time Wasters. If I can find the time!

Sandy Keating

This poster on the London Underground reminded me there are “internal” distractions too!

Posted on

Isn’t writing for the web just like any other writing?

Approx. reading time: 2 minutesWell yes and no. Yes because the web provides writers with just another medium for their words. No because web users read in a different way to readers of text in other media such as newspapers, books and magazines. They read in a much less linear fashion flitting across the screen like a butterfly looking for something to settle on. And when they do settle they tend not to hang around for long if there’s nothing of interest – not least because just a few clicks away there’s the whole of the World Wide Web to distract them. So as a web writer first you’ve got to grab your readers’ attention, then you’ve got to hold them long enough for your words to work their magic. And if that wasn’t hard enough you’ve got very little space to do it – especially if your words are displayed on a tablet or smartphone.

If I viewed the preceding paragraph on my iPhone in landscape mode, in a font large enough to read without straining my eyes (Calibri 11 if you’re a real anorak and want to check for yourself) I ’d get halfway through the seventh line before having to…

 

 

 

 

…scroll down. As a rule of thumb – an ancient expression that seems oddly modern in an age of handheld devices – you can squeeze 120 words on a Smartphone. Tablets, laptops and desktops can, of course, accommodate progressively more in one “screenful”. Read this on your iPad in landscape mode and you’d get about as far as the word anorak in the second paragraph – a word count of about 200. Turn the screen through 90 degrees and you can squeeze in an extra hundred or so words – 330 in total. A figure not to be scoffed at in a world where Twitter limits you to 280 characters but still relatively few compared to the olde worlde of paper and ink.

Take the book that’s been gathering dust under my bed for so long it’s now more dust than book. It’s called The Isles – A History by Norman Davies. It contains approximately 450 words per page – twice that between page turns given that you get to see two pages at a time. How do I know this? Because I am that anorak! What’s more I’ve just counted 2,750 words on a double page spread in the best-selling tabloid newspaper and 3,056 words on a similar two pager in a leading broadsheet.

I’m not saying people won’t scroll down. I’m just saying that these differences between screen and page demand much of us as writers. Certainly we shouldn’t be putting really important stuff so deep into a webpage that people have to scroll down to find it because they simply may not bother. To avoid this problem we have to “front-load” web pages – that is, put the most critical information at the top of the page where it’s clearly visible. In the old days of broadsheet newspapers it was called putting stuff “above the fold” where, on a news stand, the bit of the article on the top half of the front page could instantly be seen by potential buyers.

Authors have long been aware of the need to keep readers reading over the potentially awkward chapter breaks. That’s why they often set up some kind of conflict towards the end of one chapter but keep the resolution from us until the beginning of the next. Done well the book becomes unputdownable. The challenge then is to make our websites unclickawayfromable!


Posted on

Crisis communications planning – is it a waste of time?

Approx. reading time: 3 minutesHeard of a chap called Helmuth Karl Bernhard Graf von Moltke the Elder? No, nor had I! But odds are you have heard of one of his quotes…

No plan survives contact with the enemy.

Actually that’s not quite what the Prussian Chief of Staff said (more of which later) but for now I want to ask if the same can be said of communications plans? Are they any more likely to survive contact with a crisis than battle plans with foes? If my recent experience working with a second tier responder to the Grenfell Tower disaster is anything to go by, the short answer is no.

Reviewing their response to the tragedy, I was astounded to be told that they hadn’t, in fact, activated their emergency plan. They’d simply been too busy in the immediate fallout of the fire to even think of it. And by the time they did, several days later, it hardly seemed worth bothering. To this day I’m not sure they’ve looked at the plan.

In effect there was no contact with the enemy, so who knows if it would have survived? Which is a pity because the plan may have worked – at least in part – and led to a better response* than the actual one. And even in failure it might have been instructive by making comms plans for future crises more robust.

What, then, can we learn from this peculiar affair?

Well the first lesson, surely, is that unless crisis comms plans are regularly reviewed and rehearsed, they’ll be forgotten or ignored at the very moment they were designed to help. Risk-averse industries like aviation and nuclear power are required, by law, to practice for emergencies so that if, or when, an actual emergency unfolds everybody is well versed in how to respond – both at an operational level and at a media, PR and communications level. At ACM Training we help a number of clients such as the nuclear decommissioning company, Magnox, achieve the realism necessary to make the rehearsals effective and the learning long lasting. For example, we provide what we call pseudo media news crews to act exactly as the media would in reality, asking awkward questions, sticking cameras and microphones where they’re really not welcome or expected. And now, with social media playing such a significant role in crisis comms, we have the ability to test an organisation’s online response to an event through our socialmediatestbed.com tool.

For the second learning point we need to go back to von Moltke and examine what he actually said:

The tactical result of an engagement forms the base for new strategic decisions because victory or defeat in a battle changes the situation to such a degree that no human acumen is able to see beyond the first battle. In this sense one should understand Napoleon’s saying: ‘I have never had a plan of operations.’ Therefore no plan of operations extends with any certainty beyond the first contact with the main hostile force.

If we swap the word battle for crisis and think of victory and defeat in terms of positive and negative outcomes, what von Moltke is saying, in effect, is that no communications plan can extend with any certainty beyond the first contact with a major crisis. And I’m inclined to agree. In my experience no anticipated, planned and rehearsed version of events has ever been close to the actual version. In most cases the imagined event is a lot worse than the actual event (perhaps that’s because emergency planners have overwrought imaginations or are just plain pessimists). Rarely is the reality worse, although it was undoubtedly so with Grenfell. In all cases the reality is different. But does this mean that crisis communications planning is a waste of time?

Again, let’s turn to von Moltke for some beyond-the-grave advice. Despite what he said he wasn’t an advocate of going into battle without any plan at all. He was an advocate, however, of flexibility. And so it should be in crisis comms. Have a plan. But be prepared to adapt it as circumstances change.

Please don’t leave it in the cupboard.

* In fairness perhaps I should have said an even better response, because unlike, say, the council, my client’s response to the Grenfell Tower fire is considered to have been good including by those directly affected by the disaster.