What separates organisations that recover from crises with their reputations intact from those that flounder? The answer often lies in preparation and the ability to respond quickly and effectively. The only thing worse than being in the midst of a corporate crisis is being unprepared in a corporate crisis. Companies with a well-thought-out crisis communication plan, supported by a solid understanding of public sentiment and media coverage, are better positioned to weather the storm.
We had the opportunity to speak with Libby Mudie, founder of Libby Mudie Communications (LMC), who shared her expertise in managing crisis communication and reputation. With over 15 years of experience as a journalist and corporate affairs executive, Libby has worked for major organisations like Virgin Australia and Crown Resorts who were navigating complex reputation issues requiring strategic advice. Here, we explore her insights and how Streem’s media monitoring capabilities align with best practices in crisis management.
Crisis Communication Strategy Preparation
A solid crisis communication strategy is the cornerstone of effective reputation management. Libby emphasises the importance of preparation, starting with a comprehensive and regularly updated crisis plan. “It sounds so simple, but many organisations neglect to update their plans,” she explains. “It should be reviewed and updated at least annually, and that includes the contacts, processes, and technologies.”
Beyond maintaining an up-to-date plan, Libby highlights the value of regular testing. “The 3:00 a.m. rule is crucial, your plan needs to be simple enough to follow even when you’re tired and discombobulated.” Testing scenarios, clear role definitions, and pre-drafted templates ensure teams are ready to act when it matters most (and can reduce stress amidst a very stressful time).
Templates can play a pivotal role in saving time during crises. Libby explains, “draft templates in advance for media responses, social updates, and internal communications. Even having placeholders for critical information can save precious time when the pressure is on or be an important thought-starter or question to ask in the moment.” Additionally, organisations should keep contact lists current and accurate. “Consider calling every contact annually to verify details. It sounds excessive, but it’s essential to be prepared.”
Libby also stresses the importance of considering your organisational ecosystem. “In a crisis, you’re not just dealing with internal contacts. You need updated details for partners, vendors, and other key players in your network,” she notes. This broader approach ensures a seamless response across all touchpoints, saving you precious time when you’re in the thick of a crisis.
Step-by-Step Response
When a crisis unfolds, Libby advises organisations to focus on two critical steps: gathering accurate information quickly and following their pre-established plans. “It is crucial that any information you are putting out there is factual and timely. Even if you don’t have much of an update, it’s important you are out there, fronting up and providing accurate information,” she says.
Identifying whether a situation qualifies as an incident or a crisis is equally important. “An incident can escalate into a crisis, but the distinction determines your response strategy,” she notes. Once classified, following the crisis plan becomes crucial. “The plan is your roadmap. Stick to it and pivot where required based on how the events and information unfold,” Libby advises.
Libby’s “3:00 a.m. rule” underscores the importance of simplicity. “Your plan should be so straightforward that even if you’re tired, disoriented, or stressed at 3:00 a.m., you can still follow it without confusion,” she explains. This principle applies to step-by-step guides, from uploading a media statement to drafting initial responses.
Streem plays a pivotal role in this stage, enabling teams to track the evolution of narratives in realtime. From identifying the origin of rumours to monitoring sentiment shifts, Streem’s tools allow organisations to craft effective responses and stay in control of the narrative.
Libby also highlights the role of collaboration across teams. “In a crisis, your BAU (business as usual) responsibilities often go out the window. Clear role assignments and a defined framework ensure everyone knows what to focus on,” she explains.
Internal communication is another key focus. Libby stresses that keeping employees well-informed can significantly impact the success of a response. “If your team doesn’t know what’s happening, confusion and misinformation can spiral out of control, particularly in a customer-facing business,” she warns.
Leveraging Technology for Crisis Communication
Effective crisis management relies heavily on technology to enable seamless communication. Our media monitoring technology means that across online, print, radio, broadcast, podcast, and social media mentions can be tracked in realtime. In a crisis scenario, this means you can instantly visualise the pickup of the negative news story, and monitor the traction of the news - is the story getting more coverage? Or has coverage slowed? What about on social media? Having a realtime platform you can trust ensures that you have all the information available when you need it. If you don’t have monitoring capabilities in place before a crisis hits, you risk being caught off guard. Misinformation can spread unchecked, and key stakeholders can be left in the dark. Your ability to respond swiftly and effectively is compromised.
Libby also highlights platforms like Yoobic, Microsoft Viva, Slack or Teams as invaluable tools for internal updates. “Centralised communication channels ensure employees have access to the latest information, minimising confusion,” she says. Organisations can leverage these tools alongside Streem to keep their internal and external messaging aligned.
AI is another emerging technology in crisis communication. Libby sees its potential in generating first drafts for plans or responses, but she cautions against over-reliance. “AI is a tool for speed, not strategy. It can’t replicate relationships or nuanced decision-making,” she explains.
Do’s and Don’ts
Libby’s experience with brands experiencing a crisis has led her to identify several critical do’s and don’ts for crisis communication:
Do:
- Act quickly but ensure accuracy.
- Maintain transparency.
- Leverage tools like Streem to monitor media and social sentiment in realtime.
- Mobilise your team quickly and establish clear roles and responsibilities.
- Use pre-drafted templates to save time.
- Leverage the power of the media rather than treat them like the enemy.
- Regularly update and test crisis communication plans.
- Focus on building trust through clear messaging.
- Monitor sentiment frequently to gauge public response and adjust accordingly.
- Utilise video communication to humanise your response.
Don’t:
- Go silent; the absence of communication can worsen the situation.
- Respond defensively; empathy and accountability are essential.
- Release unverified information; credibility is paramount in a crisis.
- Ignore internal audiences; employees can be key brand ambassadors.
- Let media dictate your timeline; control your narrative by setting expectations.
- Overpromise; ensure all statements are achievable and realistic.
- By following these principles, organisations can navigate crises more effectively, preserving trust and mitigating reputational damage.
How to Approach Journalist/Media Relationships
Building and maintaining media relationships is integral to crisis management. Libby emphasises the importance of strong connections: “If you’ve done the hard yards building relationships, it’s much easier to correct misinformation or secure fair coverage in a crisis.”
She also stresses the need for transparency and strategic use of media. “Work with journalists, not against them,” she advises. “They can be powerful allies in disseminating your message, provided you engage with them openly and authentically.”
Libby encourages organisations to treat journalists as partners. “Use their platforms strategically,” she says. “Whether it’s breakfast radio for urgent updates or pre-recorded video statements, media channels can amplify your message.”
Streem’s Outreach tool supports this by providing a comprehensive database of media contacts and insights. Organisations can identify relevant journalists quickly, ensuring targeted and strategic engagement. realtime monitoring also enables organisations to respond promptly and direct journalists to verified sources of information.
Libby also points out the importance of proactive outreach. “The media can either work with you or against you. If you’re upfront and transparent and strategic about it, you can often guide the narrative in your favour,” she explains.
Streem’s tools help organisations identify key influencers and build stronger relationships with media stakeholders over time, facilitating a data-driven approach to media engagement. By understanding which journalists and outlets are covering your story, and how frequently they report on similar issues, organisations can tailor their outreach strategies for maximum impact.
Learning From Others
A key practice Libby highlights is conducting post-crisis analyses. “We looked at how other organisations managed incidents—their timing, messaging, and choice of channels. This helped us refine our own strategies,” she explains. Learning from real, external examples can help organisations avoid pitfalls and adopt proven practices.
Libby’s tenure at Crown Resorts provides a compelling example of how media monitoring can transform crisis communication. Facing significant reputational challenges, the organisation leveraged sentiment analysis and strategic storytelling to rebuild trust. “We introduced monthly human-curated media analysis reports, incorporating sentiment analysis to measure the impact of our efforts,” Libby explains. “Over time, we saw our sentiment shift from deeply negative to consistently positive, reflecting the effectiveness of our strategy.”
Streem partners with organisations across Australia and New Zealand with similar success stories by providing tools to measure media sentiment, track message penetration, and identify opportunities to amplify positive narratives. These insights empower organisations to counteract negative coverage and drive their reputation recovery efforts.
The Strategic Role of Communications Executives
Looking forward, Libby envisions a growing trend where communications executives have a seat at the strategic table. “Reputation management is integral to corporate success,” she states. “I’d love to see corporate affairs execs sitting alongside the CEO in every company because, honestly, they are one of their number one partners. Communications is not an afterthought, and too often, poor decisions are made and corporate affairs are engaged to clean up the mess. Engaging our expertise early in the decision-making process can and will have positive brand outcomes.”
This approach aligns with Streem’s value of empowering strategic decision-making with data-driven insights. By integrating communications expertise with the tools they need, like realtime media monitoring and media engagement tools, organisations can position themselves for long-term success.
Conclusion
Navigating a crisis requires a lot more than just reactive measures; it demands strategic planning, realtime insights, and proactive engagement. Leveraging tools like Streem to monitor media sentiment, using pre-drafted templates to save time, maintaining transparent internal and external communications, and proactively engaging with journalists are all essential strategies. Together, these approaches can help organisations turn crises into opportunities for building trust and resilience. As Libby Mudie’s insights highlight, the right tools and strategies can turn even the most challenging situations into opportunities for growth and resilience.