Running head: BR CRISIS PLAN. Baltimore Ravens. Crisis Communication Plan. Presented by: Linda Stroud

Size: px

Start display at page:

Download "Running head: BR CRISIS PLAN. Baltimore Ravens. Crisis Communication Plan. Presented by: Linda Stroud"

Wesley Boyd
5 years ago
Views:

1 Running head: Baltimore Ravens Crisis Communication Plan Presented by: Linda Stroud

2 Index Situation Analysis History 3 Culture 4 SWOT... 5 Crisis Plan Purpose.. 6 Introduction to Plan. 6 Objectives.. 7 Key Publics 7 Crisis Communication Team... 8 Timeline. 9 Checklist 11 Appendixes Appendix A -- Post-Crisis Review. 13 Appendix B -- Key Messages and Media Tips

3 Situation Analysis Ray Rice Incident History On Feb. 15, 2014, Ray Rice, running back for the Baltimore Ravens, was caught on a surveillance camera punching his then-fiancée in the face and knocking her unconscious in an Atlantic City casino elevator. Another camera then caught Rice dragging his fiancée s unconscious body from the elevator where the incident occurred. Both Rice and his fiancée were arrested at the scene, charged and released on simple assault charges. Charges were later dropped for Jamay Palmer, Rice s fiancée at the time, but Rice s charges were upped to aggravated assault in March a charge that carries a maximum sentence of five years in prison. News of the arrest spread quickly immediately following the incident, with Rice s attorney describing the incident as a minor physical altercation. Support for Rice within the NFL and the Raven s organization was strong at first, with many saying this was an isolated incident and that Rice was a man of good character with no previous record of being in trouble for off-field behavior. Raven s owner, Steve Bisciotti, went so far as to say, "He's just been lauded as the nicest, hardest working, greatest guy on the team and in the community. So we have to support him. I think we'll be rewarded by him maturing and never putting himself in a situation like that again. Bisciotti went on to say, "I've been on record of saying my definition of character is repeating offenses. If we're all one strike and you're out, then we're all in trouble. It's how you respond to adversity." The initial punishment for Rice, handed down in the months following the incident, was a two-game suspension. That might ve been the end of the subject and the whole affair might ve soon been forgotten just another blip on the NFL radar and in the minds of fans who have seen far too many players misbehave off the field but no one could deny the seriousness of the assault when TMZ released the surveillance videos to the public. The outrage from the public was immediate and the Raven s and the NFL knew they had a big problem on their hands. Gone were the days when they controlled the conversation and public perception. Fans and activists began expressing their displeasure loud and clear. The Raven s organization and the NFL could not ignore the groundswell of social media rising up against their handling of the incident or the debate that was airing on every news program in America. Their carefully constructed narrative fell apart quickly with the release of the video evidence, which sent them scrambling to save face and repair their image. The Ravens organization had attempted to minimalize the situation, presumably hoping it would just go away in time, but the public outcry forced them to take a tougher stand in September by increasing his punishment from a two-game suspension to termination of the running back s contract. The NFL responded by concurrently suspending Rice indefinitely. In spite of the tougher stance, however, The Ravens and the NFL still had a PR problem. Many still saw a problem with how the situation was being handled as the organizations claimed they had no knowledge of how bad the incident really was when the first punishment decision was made. They claimed Rice had not been completely honest about 3

4 the details of the incident and that they had not seen the videos in the early days of the crisis. But sources soon came forward to refute that claim and both the Ravens and the NFL found themselves still simmering in a pot of public outrage and disbelief. Steve Bisciotti issued a formal apology for the team s response on Set. 9 stating that the team should have pursued their investigation more vigorously and done more. Many felt Bisciotti s apology was too little, too late. NFL commissioner Rodger Goodell, who faced criticism and calls for his resignation as details emerged, stated he would not resign that same day. The NFL announced an independent investigation Sept. 10. In 2014, the public made it clear that they had had enough enough of the failure to acknowledge the NFL has a problem with some of its players, the lack of appropriate response from the league, the lack of punishment and the bad behavior itself. Culture There are many who believe football is a violent sport that fosters violence within its culture. Ray Rice is just one of many in a long line of professional football players to exhibit violent behavior off the field of play. In a Huffington Post sports blog written in April 2014, Abigail Perdue cites Sports Illustrated as reporting that approximately 14 NFL players have been arrested for violence against women since USA Today reports that 85 players have been arrested on domestic violence charges since Those numbers do not reflect the number of players who have been arrested and charged with other violent crimes and there are quite a few. Players are often drafted as young as the age of 21 after their third year of college and are given very little guidance from the league on how to handle their newfound fame and the money that comes with playing professional football. These new, young professional athletes often find themselves broke either during their short career or shortly after due to a short peak-earnings period and, in many cases, a lack of the time and desire to understand and monitor their investments according to a 2009 Sports Illustrated article. Players are lauded for their athletic prowess, often have groupies and hangers-on and frequently only receive a slap on the wrist from the NFL for their antics, transgressions and bad behavior apart from game days. The testosterone-fueled sport draws millions of fans and billions of dollars each year for team owners and the NFL. There is little to no effort on the part of team owners, and/or the NFL as a whole, to rein in player misconduct and create a set of standards for conduct off the field. Owners and NFL management have historically chosen to turn a blind eye to bad behavior and have attempted to sweep player misconduct under the rug when situations arise in the hope that; a) the situation will be replaced by other news and just go away, b) the player s misconduct will not affect the organization or the sport as a whole and c) they (the owners and the NFL) can continue on as if they bear no responsibility for their players character or personal issues as long as the players are performing on the field of play. 4

5 SWOT Strengths: Capacity for change Large fan base Loyal fan base Solid financial standing Weaknesses: History of avoidance in dealing with player issues off the field Big industry bringing in a lot of money can lead to lack of transparency or honest communication with its publics Perceived lack of concern for player misbehavior Disorganized/inappropriate responses to issues as they arise Missing opportunities to be a positive contributor to the conversation on issues such as: domestic violence, intimate-partner violence, substance abuse, animal abuse and other topics that players have been involved in over the years Opportunities: To promote awareness of important causes such as: domestic violence, intimatepartner violence, substance abuse, animal abuse and others To position the NFL as an organization that cares about its personnel and is using its power and resources to help its players and others To positively impact the personal lives of its players and their families by educating and providing support to players To bring about positive changes to the game of football and its culture that could be an example to younger players ultimately cleaning up the culture and the image To regain the trust and respect of fans Threats: Groundswell of social media and activism prevents them from controlling narratives Public outrage over years of inappropriate responses to player misconduct could affect image, popularity of football and revenues Player misconduct off the field reflects on the team and the NFL as a whole Pressure to change their culture Loss of tax exempt status Loss of revenues and popularity 5

6 Crisis Plan Purpose The purpose of this crisis communication plan is to give the Baltimore Ravens clear directives for managing crisis situations involving player misconduct off the field of play. The plan will outline key responsibilities, procedures and protocols to ensure honest and accurate communication with key publics. Introduction The NFL has faced criticism for its handling of cases involving domestic violence, intimate-partner violence and other abuses among its players. The handling of and response to these crisis situations has been less than transparent and forthcoming with key publics who support the NFL as a whole and its individual teams. The past approach to handling these serious situations is no longer viable or appropriate in the current environment of public awareness fueled by a 24-hour news cycle and the prevalence of social media use. The NFL and its teams need to have a concrete plan that addresses the changing times and the demand for more appropriate response to player misconduct off the field. This crisis communication plan is intended to serve as a guide to the management of communications and messaging during a crisis scenario related to the actions of players, which reflects negatively on the Baltimore Ravens. If followed, the plan will alleviate potential negative repercussions for the Ravens specifically, and the NFL in general, following incidents of player misconduct. Details outlining preparing for, overseeing and evaluating the handling of communications surrounding a crisis, both internally and externally, are covered. The plan s contents are intended for use by the communications staff, executive staff and employees of the Ravens to ensure consistent messaging and a clear chain of command for gathering and release of information. Steps taken to implement the plan should be firmly in place before a crisis situation occurs. The information contained herein should be reviewed upon adoption of the plan and periodically thereafter. Periodic reviews are recommended semi-annually, so that revisions can be made as necessary. 6

7 Objectives Objectives of this crisis communication plan are as follows: To prepare the Baltimore Ravens for handling crisis situations involving player misconduct off the field of play to ensure immediate, appropriate response To build and maintain the organization s credibility and positive image with its key publics in the event of a crisis situation To identify and train key spokesperson/s for the organization To provide a clear chain of command for responsibilities and actions To identify key messages To manage the dissemination of key messages and critical, sometimes sensitive information to media and the public To identify key publics To encourage transparent, honest and consistent communications to key publics Key Publics Key publics for the Baltimore Ravens include: Ravens and NFL leadership Ravens employees and staff Players and their families Media print, broadcast and digital Opinion leaders Current fans/consumers Future fans/young people 7

8 Crisis Communications Team Name Position Contact Info Kevin Byrne *2 Senior VP, Public & Community Relations Chad Steele Senior Director of Public Relations Heather Darney Community Relations Director Stephen Bisciotti *1 Owner Richard W. Cass President Ozzie Newsome *3 General Manager & Executive Vice President Eric DeCosta Assistant General Manager John Harbaugh Head Coach Michelle Andres Vice President of Digital Media Erin Herbert Digital Media Coordinator Becca Kany Social Media Coordinator Roger Goodell *4 NFL Commissioner * indicates designated representatives/authorized spokespersons and the order in which they would be called upon to represent the organization to the media 8

9 Timeline FIRST FEW HOURS: Advise Owner, GM, President, NFL Commissioner and Communications Team of the situation. Obtain confirmed details about the incident/situation. Alert relevant organizational staff members of the incident/situation and advise on how media inquiries should be handled. Prepare to communicate about the incident/situation. Appoint the spokesperson. Prepare key message statement. Distribute key message statement as appropriate. Appoint a communications staff member to monitor and collect media reports about the incident. Appoint a communications staff member to monitor social media for mentions/comments. NEXT 4-5 HOURS: Keep in mind that the media is likely to obtain copies of any communication you have with staff /employees. It is important to be certain that any details you share with staff are the same as those you share with the media. Gather information and feedback about the situation from external sources. Update key messages as new information develops. Determine if a news release is required or if key messages are sufficient. Prepare news release (if necessary) from key message statements. Distribute news release. Post news release and/or key message statement on website. Continue to monitor media and social media mentions and comments. NEXT 6-24 HOURS: Continue to update key messages. Update crisis team as needed. Convene crisis team meet to review developments and emerging issues. Schedule media briefing. (if appropriate) Continue to revise information. Rotate spokesperson as necessary. 9

10 Timeline (cont.) DAY TWO UNTIL ISSUE CLOSURE: Maintain pro-active, open communications with all media. * Ensure that the level of communication continues to meet the needs of the situation. The crisis communications team should ask themselves if they are over-communicating or undercommunicating to a given audience. Make necessary corrections. Begin shifting communication messaging from reactive to proactive. Identify and resolve any emerging issues. Continue to update and distribute key message statement as needed. Evaluate overnight media and Internet coverage for tone and possible issues that need to be addressed. Review and update employee, staff and crisis team communications. Review and update website and social media information. Establish rotation and ongoing responsibilities of crisis communications team, including spokespersons, as needed. Management and crisis communications team meet to review situation and response progress post-crisis evaluation. 10

11 Checklist Pre-Crisis: Determine a crisis-team leader -- responsible for ensuring all tasks are assigned to designated team members for management during a crisis Develop clear, appropriate policies addressing punishments for various forms of player misconduct off the field Review and update the crisis communications plan, including crisis team and contact information as needed, so information is current Create sample news-release templates Crisis: Activate crisis team immediately Convene the crisis team to discuss situation (to ensure consistent messaging) Assess the situation and determine facts be prepared to answer questions such as the following: o What happened? o Where? o Who was involved? o What is the condition/status of those involved? o When did you learn about the situation? o What will the Ravens response be? o Were there warning signs? o What role, if any, will the Ravens organization play as this situation unfolds? ** Be prepared to be as forthright as possible o Remaining silent or appearing removed, perhaps on the advice of legal counsel, tends to anger the public and other stakeholders. A balanced communications strategy must be developed that protects corporate image and liability while satisfying the demands of today s information and media dynamic. Determine primary and secondary spokespersons 11

12 Crisis (cont.) Review key messages and adjust as needed Determine appropriate response/action Develop factual, detailed messages that reflect the status of the crisis, the organization s response and, if possible, the proactive steps to ensure the problem does not happen in the future Prepare talking points and/or provide a script and instructions to anyone who will receive incoming calls and media inquiries Determine if a press release is needed Designate a communications team member to monitor media and social media channels Post-Crisis: Convene crisis team and evaluate all aspects of the crisis management plan regarding the recent crisis using the Post-Crisis Review sheet (see APPENDIX A) 12

13 Post-Crisis Review APPENDIX A As a crisis comes under control, the organization should re-convene the Crisis Communications Team to examine the impact the incident had on its brand and reputation along with assessing the effectiveness of the established crisis communications plan. Evaluation should cover the following areas: Pre-Crisis: 1) Were we prepared? Crisis: 1) Was the crisis team effectively activated in a timely fashion? 2) Were effective key messages formulated? 3) Were our responses/actions appropriate? 4) What did/didn t work? 5) What needs to be revised/improved for future crises? Media Coverage and Social Media Feedback Assessment: 1) Review coverage. 2) Check for message consistency and saliency. 3) Are there issues/messages that might need further clarification? 4) Review and assess comments/feedback on social media. Is there anything we need to do in response to public comments or sentiments? File and Update: File notes, clips, talking points, communication, etc. into a digital or printed folder created for the specific incident. Revise the crisis communications plan if necessary. 13

14 Key Messages APPENNDIX B 1. First and foremost, our primary concern at this time is for the victim(s) and (his, her or their) family. We are monitoring the situation and will continue to do so. We will allow the proper investigation to take its course and support the authorities in any way we can, but for now, our thoughts and concerns are for (insert name). 2. The Baltimore Ravens organization neither condones nor tolerates this or any type of misconduct from its players. This player s actions do not reflect the values or expectations of the Ravens organization. 3. We realize, in the past, we have not always acted in the best interest of our players, their families and our fans when dealing with these types of situations. We are doing all we can to change that and will take the appropriate disciplinary action to ensure players live up to league standards of conduct. Media Tips Ø Tell the truth. Never lie. Always tell the truth. If you don t know or aren t sure, say so and don t guess. Your credibility is at stake. Being truthful does not mean telling all you know. Use good judgment. Ø For the record. Anything you say to a reporter is fair game for a story. If you don t want it reported, don t say it. Asking a reporter to go off the record is not appropriate. Don t ask reporters not to print something after you say it. Ø Avoid no comment. No comment sounds suspicious. If you really can t comment, explain why. We re gathering that information and will provide it when it s finalized. Or Our policy doesn t allow us to comment on personnel matters. It s OK to say you don t know and offer to find out. Ø Use your key points. Before interviews, identify the three main points you want to make. For each point, develop three responses that support or help communicate that point. Work on making key points in 20 seconds or less. Come up with a couple of 10-second or under responses. Ø Lead with the bottom line. Remember to provide key facts or points first. Add details if time allows. Your key message can get lost in too much detail and technical information. Ø Short, sweet, stop. Keep your answers brief. Your main message gets lost unless you discipline yourself to provide concise answers. Radio or TV reporters often must tell an entire story in 20 seconds to a minute. Answer the question and stop talking. Don t keep talking to fill the silence. 14

FACTS. In the spring of 2009, the Daily Star began encouraging its reporters to open Twitter accounts and to

FACTS. In the spring of 2009, the Daily Star began encouraging its reporters to open Twitter accounts and to United States Government National Labor Relations Board OFFICE OF THE GENERAL COUNSEL Advice Memorandum DATE: April 21, 2011 TO FROM : Cornele A. Overstreet, Regional Director Region 28 : Barry J. Kearney,