Author: Rich

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.

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.

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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.

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