The Smart Communications Podcast: Episode 186 Summary

Title: How Should Your Nonprofit Approach Crisis Communications?
Host: Farrah Trumpeter, Co-Director at Big Duck
Guest: Joanna Brody, Founder and President of Brody PR Strategy and Storytelling for Social Good
Release Date: May 14, 2025

1. Introduction to Crisis Communications

Farrah Trumpeter opens Episode 186 of The Smart Communications Podcast by highlighting the episode's focus on sensitive topics such as suicide, sex trafficking, and school shootings in the context of crisis communications. She emphasizes the importance of handling these delicate subjects with care, advising listeners to proceed thoughtfully.

2. Defining Crisis in Nonprofit Organizations

Joanna Brody provides a comprehensive definition of a crisis within nonprofit organizations. She states:

"A crisis is something that happens to or within an organization that is unexpected or out of the ordinary... Something unpleasant and uncomfortable could possibly damage an organization or an individual's reputation or interrupt the organization's operations."
(01:52)

Brody distinguishes between two primary types of crises:

• Reputational Crises: Internal issues such as leadership scandals, smear campaigns, or incidents like an employee's suicide that can tarnish an organization's public image.

• External Crises: Events outside the organization's control, such as natural disasters, pandemics, or funding cuts, which nonetheless impact the organization’s operations.

3. Types of Crises: Reputational vs. External

Brody elaborates on both crisis types with real-world examples. For instance, she recounts handling a case where:

"...the executive director was accused of sexual harassment...emphasizing the damaging effect on the organization's reputation."
(03:00)

She also discusses the widespread impact of external crises like the COVID-19 pandemic and local events such as wildfires in Los Angeles, illustrating how these can disrupt nonprofit operations and funding.

4. Navigating Tension Between Communications and Legal Teams

Farrah addresses the common conflict between communications and legal departments during crises. She asks Brody about managing the tug-of-war between the need to communicate transparently and the legal imperative to minimize liability.

Brody responds:

"Lawyers and communication professionals are both extremely important components of managing a crisis. And yes, they can be at odds, but it's very important that they actually collaborate with each other and have respect for each other."
(06:27)

She underscores the necessity of cooperation, providing an example where her collaboration with legal teams successfully mitigated a smear campaign by meticulously managing media interactions.

Another instance she shares involves simplifying legal communications for broader understanding:

"...the YMCA sent out legal notices...I spent five plus hours just editing this thing into plain English so that the neighbors would know what was being communicated to them."
(09:00)

This highlights the balance between legal precision and clear, empathetic communication.

5. Developing a Crisis Communications Plan: Key Steps and Best Practices

When asked about crafting an effective crisis communications plan, Brody outlines several critical steps:

1. Assess the Situation:

   "Take a few minutes to assess the situation, talk to your leadership, and figure out what your next steps are."
   (04:36)

2. Develop Key Messages:
   Ensure messages are clear, concise, and empathetic, addressing facts, emotions, and resolution commitments.

3. Prioritize Internal Communication:
   Inform staff and stakeholders internally before public announcements to prevent misinformation.

   "You don't want your employees to hear about some crisis through the media...when you haven't actually shared with them what's going on."
   (09:59)

4. Handle External Communication:
   Utilize social media, public statements, and media interactions to communicate with the broader community.

   "We have to say something because if we don't...the public is going to wonder."
   (09:59)

5. Monitor and Update:
   Continuously track media and public response, providing ongoing updates as the situation evolves.

6. Avoid Common Pitfalls:
   Brody advises against lying, speculating, or adopting an aggressive stance during crises to prevent exacerbating the situation.

   "You never lie, never speculate, and never get aggressive or defensive."
   (12:15)

6. Preparing for Predictable and Unexpected Crises

Contrary to the belief that most crises are unpredictable, Brody argues that many scenarios can be anticipated and planned for:

"Most crises can't be predicted, which is a common misunderstanding." (13:31)
Correction: "Many, many scenarios of what might happen can absolutely be predicted."

She emphasizes the importance of developing holding statements to address immediate concerns while formulating a detailed communication strategy. For example, in the event of a school crisis, statements focusing on safety, ongoing investigations, and commitment to resolution can provide clarity and reassurance.

Brody shares her experiences preparing for potential crises, such as:

• An elementary school volunteer accused of being part of a sex trafficking ring.
• A major nonprofit facing event cancellations due to insurance issues.

Both scenarios underscore the value of proactive planning, even if the crises don't ultimately materialize.

7. Leveraging Crises as Opportunities

In an insightful discussion, Brody highlights that not all crises are inherently negative. Sometimes, they can present opportunities for positive attention and organizational growth. She cites examples such as:

"...if an employee wins the lottery or if you have a board member that wins a MacArthur genius grant...you can leverage the extraordinary attention."
(18:51)

Her favorite example involves an arts education nonprofit hosting a visit from the Duke and Duchess of Cambridge, which drew massive global attention. This scenario required a meticulous crisis-like communications plan to manage the influx of interest and maintain organizational focus.

8. Conclusion: Final Advice for Nonprofit Leaders

Brody concludes with a motivational message:

"Crises can, of course, be extremely challenging and upsetting and bring out a lot of anxiety. They can be turned into opportunities and I really hope that people can understand and embrace that..."
(21:22)

She encourages nonprofit leaders to view crises not just as threats but as chances to strengthen their organizations and advance their missions through effective communication and strategic planning.

Key Takeaways:

• Define and Differentiate Crises: Understand whether the crisis is internal (reputational) or external to tailor the communication strategy accordingly.

• Collaborative Approach: Foster strong cooperation between legal and communications teams to balance transparency with legal safeguards.

• Comprehensive Planning: Develop a crisis communications plan that includes assessment, key messaging, internal and external communication strategies, and ongoing monitoring.

• Predict and Prepare: Anticipate potential crises through scenario planning and have pre-prepared holding statements to act swiftly.

• Opportunity in Crisis: Recognize that some crises can be positive, offering unexpected opportunities to elevate the organization's profile.

By implementing these strategies, nonprofit leaders can effectively navigate crises, safeguarding their organization's reputation and furthering their mission even in challenging times.