Communicating With External Audiences During War Time
By Nick Shapiro
Monday, March 17 began a long week. Communicators across the world
wrestled with challenging decisions and the uncertainty of war,
as we struggle through our own personal opinions while remaining
steadfast to the organizations and clients we represent.
As communication professionals in a time of international crisis
and strife, what is our duty? How do the words and the actions by
the U.S.-led coalition, change our duty?
We are in a sense, the last line of defense and the front line
of the organizations we represent. Practitioners are currently weighing
the various methods of communicating through a war and global event
of highly charged emotions, media eclipses and unpredictable outcomes.
In recent daily interactions with clients and colleagues, it was
obvious that even the most experienced practitioner had difficulty
discussing strategy or tactics without expressing personal opinions
over the conflict in Iraq. This is OK. The conflict is extremely
emotional. It is emotional for Americans, Australians and the British;
it is emotional for nations in the Middle East; and it is emotional
for countries across the globe protesting or supporting foreign
troops in Iraq.
The fact that this is emotional does change communication strategies,
but it does not change our duty as professionals.
The following tactics and strategies can help manage external communication
during times of international disarray.
· Recognize that global events create media eclipses
· Add a level of sensitivity in messaging
· Manage diminished news value
· Include a cancellation clause
· Analyze your targeted media goal and your media market
· Leverage nontraditional media outlets
· Consider whether your message is helpful or commercial
Recognize that global events create media eclipses
When pitching media, consider that this conflict maybe the most
important story to the decision makers. That does not mean that
they have no interest in what you have to say. When you call, let
them know you appreciate that fact.
Such an approach helps you connect with the journalist. Effective
media relations is a human interaction, especially during a media
eclipse. Be particularly sensitive and gauge what media interest
your announcement may possess.
Val Mellesmoen, director of communication for Alberta Environment
in Canada, advises asking a journalist or assignment editor: "To
be honest, I was not sure if I should make this call, but are you
interested in non-war-related news?"
This demonstrates you are sensitive to their situation and the
overriding conflict. It also more appropriately positions your role.
If the journalist says no, you can commend the candor and end the
conversation.
However, if the journalist says yes, you have turned the tenor of
the call to a resource for an interested journalist. That reporter
is more likely to remember your story and your conversation, having
asked you for the information.
Mass faxes and emails waste time and resources during a media eclipse.
A personal connection and consultation is more effective than unrelated
correspondence.
Add a level of sensitivity in messaging
As you examine whether to communicate, how much to communicate
and when to communicate throughout this conflict, augment your traditional
checks and balances for approving messages.
The worldwide sensitivity and emotional state of people-journalists
included-make scrutinizing messages for appropriate content even
more important than before the conflict began.
Audiences are more sensitive now, and audiences for whom you and
your organization previously held no interest could be polarized
by your messages, disagree with them and protest your organization.
Prevent this by analyzing, revising and tailoring messages to a
highly sensitive and tuned-in public.
Manage diminished news value
Bosses, CEOs and clients may have heightened responsibilities in
the face of war. Media exposure may not be a primary consideration
for them. Reporters are consumed with the conflict.
As communicators, our responsibility is to realize these positions,
accept the situation and manage accordingly.
Remind organizational leaders and clients that war and other global
events supercede other news. Your organization's announcement may
no longer land above the fold or make the evening news. Consider
whether your news is timely and vital for release.
For example, before the conflict began, Quebec's ruling party called
for their provincial election. Now that the media is focused on
the conflict in Iraq, Mellesmoen opined that the opposition party
is having difficulty placing messages in the news. "It is becoming
impossible for the guys trying to get elected," she said. "The
media in Quebec is no longer interested in local politics."
In reviewing media coverage, a few organizations have benefited
from the media eclipse. Some travel-related businesses announced
massive layoffs in the face of war. Not communicating layoffs can
exacerbate the vitriol of the public once the actions become known.
Coming forward with the news in a timely fashion is the responsible
action. In this case, it also worked in their favor as the news
coverage of their announcements was diminished.
Include a cancellation clause
Cancellation clauses are not a new idea, but they are a vital protection
for your organization or clients. BetWWTS.com, an online gaming
service based in the West Indies is throwing promotional events
around popular sporting events. However, if those events are canceled
or rescheduled because of war, BetWWTS.com will not be locked into
contracts with venues and vendors, due to the protective clauses
negotiated into all contracts.
A sample clause is simply: "The terms of this contract are
contingent upon said event occurring as planned. Should said event
be canceled for any reason including acts of God, war, natural disaster
or terrorism, this contract becomes null and void. All monies will
be reimbursed in full."
Unlike other online gaming companies, BetWWTS.com refused to take
bets on the war even though they were approached by both customers
and reporters looking for odds.
Analyze your targeted media goal and your media market
Before you contact media, establish your target. Do you want international
coverage? National? Regional or local?
If your goal is U.S. national broadcast news, Charles Zewe, former
CNN correspondent, says, "It is pointless to waste efforts
unless you have a direct tie-in. Pitches that are logical tie-ins
to this conflict are the most effective."
When asked if organizations should revise a message and try to
make it patriotic, he declared, "People see through that, natural
tie-ins are the key. Organizations who start funds for local servicemen
will be able to make local news outlets. That is fine. People view
this as part of an organization's public duty and an obligation
that corporations have. And news organizations understand that."
Examine your target market for these tie-ins or resistance to
it
In one example, during a campaign to assist the Pharmaceutical
Research and Manufacturers of America (PhRMA) in launching a new
database (helpingpatients.org) that helps patients find information
on obtaining free or discounted medications, our communicators in
the states of Maryland and Virginia are finding more resistance
placing the same newsworthy but not war-related story than colleagues
in the Midwestern U.S.
Jillian de Beer, managing director of de Beer Marketing and Communications
in New Zealand, explained that in her area of the globe, it is "business
as usual." She indicated her company's plans to operate exactly
as usual. However, she commented that in countries where the situation
is direr, she expected communicators to reduce or eliminate some
corporate events and celebrations out of respect for what is happening
in the world.
Leverage nontraditional media outlets
Zewe explained that pitching soft news stories unrelated to war
or using the "here is a story that will take people's minds
off the war" pitch can be counter-productive. People who do
not want to hear about the war turn off their television, turn off
the radio and turn off the computer. People who do not want to hear
about the war do other activities like go to the movies, read books
and visit friends and family.
Look for alternate channels for your messages. After September
11, 2001, non-relief effort Public Service Announcements (PSA) were
pulled from television stations throughout the U.S. to afford channels
expanded news time. Deveney Communication was mid-campaign for the
March of Dimes, educating women about the value of folic acid consumption
to prevent birth defects. To recoup the viewing audience lost on
television, we placed the national campaign PSAs in movie theatres
and film festivals.
The strategy enabled us to continue reaching March of Dimes target
audience unlike its competitors whose messages were eliminated or
mired in more pressing news
Postal services worldwide will be taking extra security precautions.
This inevitably means delays in the mail. If your organization has
a direct mail campaign scheduled, you may want to try an email campaign.
As more and more people turn to the computer for war-related information,
an email campaign may increase your effectiveness.
Consider whether your message is helpful or commercial
de Beer recommends "community-building events and wholesome
activities focusing on healthcare, education, arts and crafts."
Community-building events in times of war are welcomed and appropriate.
"Community events make people feel like a family," de
Beer said. In fact, some advertising giants are pulling or postponing
commercials, as they do not deem it appropriate to simply promote
cars and soft drinks.
Mellesmoen states that this is no different from what communicators
normally do. "We have to ask, 'What are the other factors?'
We have to do an environmental scan of what we are competing with.
We need to ask, 'What do we need to take into consideration? Do
we need to hold off? Does this have a risk of backfiring?'"
In a time of war it is important to continue communicating. War
does not change the duty of communicators, but increases the need
to be strategic and selective. We must decide if our message is
still appropriate and if it will get coverage. We must decide if
it is more advantageous to postpone a release or to use an entirely
different tactic than the mass media. War may lead you to revise
your message or change your tactic, but it is important to continue
external communication efforts.
Nick Shapiro is a member of Deveney Communication (www.deveney.com)
a team of communication strategists specializing in strategic planning,
crisis management, community relations, Internet marketing, media
training and media relations for a host of nonprofit, public, corporate
and dot.com organizations throughout North America. Contact him
at nshapiro@deveney.com.
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