THIS IS PLACEHOLDER COPY
THIS IS PLACEHOLDER COPY
Most of us can remember the last time we went through a weather emergency that either became a crisis, or could have become one. Maybe you were inside your home, or farm building, when you heard tornado sirens blaring. Or, maybe you were driving in a rainstorm and encountered an impassable pool of water in the road. Or, maybe you got stuck in a snowstorm, and had to sit in your vehicle until the snowplows came through.
Whatever the case, try to remember what went through your mind as the emergency was unfolding. Many times, our first thoughts relate to: Am I in real danger here, and what information do I need to have in order to accurately assess this? Who, if anyone, should I call to let them know about my situation? What do I do right now – stay put, or take some decisive action? Do I have the tools and resources I need to get me through this?
While we can never really predict a crisis – whether it’s weather-related or business-related – we can prepare for one, assuming that, sometime in our lives, we will have to face an emergency situation. Some people are, quite understandably, very averse to preparing for a crisis. They see it either as unnecessary, or futile. The CEO of one of the largest dairy cooperatives in the country, when urged to prepare for a possible outbreak of foot-and-mouth disease (FMD), said that it was unlikely that such an outbreak would actually strike the United States (the country has been FMD-free since 1929), and that, if it ever happened, “we’d all be screwed anyway,” no matter how much prior preparation was done.
Yes, this reaction is understandable, but it is also alarming. It’s surrendering to the whims of fate. The fact is, our survival, in life as well as in business, may depend on how well we prepare ahead of time for a crisis that may or may not occur. In my experience, preparing for any crisis helps us respond better to most emergency situations, even if they are different from what we were preparing for.
With that in mind, here are Ten Tips to help you prepare for a crisis situation involving the image of your business or organization.
1. Form a Plan – Get to work now on starting the process with your business or organization. Identify potential scenarios of crisis situations you may have to face one day. Write down at least three crisis situations that could develop for your organization. This will give you some idea of what you need to prepare for – AND it will make your discussions with others in your organization more concrete. You cannot plan for what you cannot envision.
2. Identify a Team – Identify a TEAM of people who should be on your team, depending on the scenario. This could involve virtually every department. The communications people, certainly. But also your food safety and nutrition research team … the business development team … the accounting team … and your legal team as well. Also, receptionists, security guards and our IT department. Once you identify this team, organize an initial meeting to discuss the need for a crisis plan, and their role in it.
3. Identify Stakeholders – Regardless of your organization, you have people and organizations that rely on you for goods and services on a regular basis. The stakeholders may differ, depending on what scenarios we are considering. Form a list of stakeholders for every scenario you are considering.
4. Develop Contact Lists – The first thing you will need to do in a crisis situation is to communicate immediately with your most important people. You will want to have the names and contact information codified, so that nothing slips through the cracks. Create this in Evernote on your computer. It’s easily searched, shared and found in a crisis.
5. Start with the Why – As the crisis unfolds, you will not be able to do all the preparation yourself. You need the support of other people in your organization. In order to get that support, you need to be able to show both management and your various teams at work WHY your organization needs a crisis communications plan. You need to establish this before you can effectively delve into WHAT you need to do to prepare.
6. Involve Outside Resources – In most industries, you have resources apart from your own organization that can help. You will want to identify those ahead of time, so that your people know where they might be able to turn to for help.
7. Identify Spokespersons – In a crisis situation, who will be speaking on your company’s behalf? Will it always be your CEO? Maybe not. Nor will it always be YOU. And remember, we’re not just talking about who speaks to the media. We are also talking about who communicates to your Stakeholders. In a crisis situation, everyone is a communicator!
8. Form Media, Online Policies – You’re going to want to refer back to your SCENARIOS to understand what your organization’s role might need to be related to giving media interviews, and communicating about the crisis to multiple sources ONLINE. … Assume that you WILL be contacted by the media, and you WILL be attacked by someone online. Not only that, but chances are the media will contact not just the Media Relations person, but other people in the company as well. Plus, your employees are on Facebook, Twitter, LinkedIn and possibly other online properties. You will need to give them guidance on this.
9. Practice Your Plan – Assume you are taking time to discuss with your crisis team, then write down some plans and procedures. What next? Will you just stick all of this in a drawer – until something happens and you have to do something with it? An alternative is to actually prepare to practice your plan – either with your team, your entire organization, or your entire industry. The dairy industry, through national and state-regional dairy promotion organizations, conducts an annual series of crisis drills to this effect, involving farmers, staff from farmer organizations, veterinarians, state and federal government officials, attorneys, food safety experts, agribusiness company representatives, cooperatives, processors, and food retailer and restaurant chains.
10. Review and Revise – No matter how well you prepare, you will find that you’ve managed to forget or overlook something. But that’s okay! Because identifying gaps in your plan is an essential part of the process – as long as you identify those gaps and take steps to address them. …. One agricultural company found that, if a major crisis in dairy confidence occurred, it had no idea how to field the dozens or hundreds of phone calls that would come in. It changed an automated system that instructed media people to call specific individual extensions. It also created a generic greeting that would substitute for a live receptionist in the event of a crisis. … The point is, our work in crisis preparedness is never really done. The system must allow for ongoing updates as needed.
When my two sons, now grown, were in primary school, I volunteered as an assistant Cub Scout leader for their pack. My wife worked as an office manager for a physical therapy clinic whose clientele included Neal Anderson, then an All Pro running back for the Chicago Bears. She was able to arrange for the Scouts to hear Neal talk about his training regimen, followed by a little group workout, then photos and autographs.
As an unexpected bonus, Neal talked candidly about his philosophy of training. To him, our bodies are temples that we need to nurture and maintain. This includes proper diet, nutrition, and exercise, starting with the “core” muscles – the chest, abdomen and calves. If an athlete’s core is not in sync, the rest of his body won’t be either. But Neal didn’t stop there. A deeply religious man, he also spoke about his beliefs providing the Core for his actions to follow. Everything was integrated, working together to help make Neal a premier running back. This made an immediate impression on not just the scouts, but the adult leaders as well.
Just as Neal Anderson relied on his core beliefs and core body muscles to make him a star football player, it’s important to know our own personal Core Story to succeed as communicators in food and agriculture. Let me explain. A Core Story relates to the inner beliefs and values that drive you each day to share with others how your help feed people – whatever that role may be. I don’t have the skills or the temperament to be a farmer – that is, to produce the food I need each day. But I do aspire to farmer values of hard work, integrity and continuous improvement. I believe people should know enough about where their food comes from in order to appreciate the work farmers and others in the agricultural supply chain contribute each day to supply us with an ample food supply.
Consider these two statements from a Midwestern dairy farmer:
“My family farms 500 acres and milks 150 cows. We ship the milk to our local co-op to be processed into fluid milk. We milk three times a day to get the maximum efficiency out of our animals, and average nearly 70 pounds of milk per cow each day. I have a son and daughter who are both interested in taking over the business someday.”
Here is the second statement:
“As a Midwestern dairy farmer whose grandparents started this farm more than 50 years ago, I believe in continuing our legacy of providing people with the best milk possible to put in your fridge and on your table. My family, now in its fourth generation as farmers, is dedicated to doing what is right for our cows and our land, so you can have safe, nutritious and delicious milk to do your family right.”
If you were a milk consumer, which statement would you appreciate more? Wouldn’t it be the one that addressed why this farmer remained in the dairy business, the one that reflected your values, and spoke to how the farm operation benefited you and your family?
This values-based statement can directly help milk sales. As consumers, we tend to buy more products and services from companies we trust. And, in the current communications environment, it’s not enough to say, “Just trust us.”
As the ethnographer Simon Sinek has said in his popular Ted Talks video on You-Tube, “People don’t buy what you do, they buy why you do it.” You must give them a reason to “buy” your idea, or your product.
It all starts with shared values. If I believe that you, as an agriculturalist, are operating in my best interests because your values are aligned with mine, I don’t have to worry about all the details of how you farm, or how your company helps market agricultural products. I trust you to do the right thing.
Now, it certainly helps when what you are saying is supported by veterinarians, neighboring livestock farmers, and others in your community. This is called “third party alignment” and carries extra value.
But it all starts with you.
An easy way to start telling your Core Story is to practice introducing yourself to those outside of agriculture by leading with the Why before the What. The next time you are in a social or professional situation and have the occasion to present yourself as a food and agriculture person, try leading with your values as a way to connect with your listeners, and see where that takes you.
The next step is to develop an “Elevator Speech,” that is, a 60- or 90-second self-introduction that is basically an extended introduction of yourself. Base this on your values, not just details of your job each day. You will find many uses for this as you interact with those outside of the agricultural community. When you do it, though, make sure that your introduction addresses the specific audience you are talking with. Make your introduction all about THEM, not just about yourself.
I once attended an agricultural meeting that was billed as a dialogue between Midwestern agriculturalists and Wayne Pacelle, CEO of the Humane Society of the United States (HSUS), a leading animal rights group. Pacelle, who was dressed as usual in a spiffy business suit and tie, presented himself as cool, calm and collected in speaking of his dedication to enhancing animal welfare across the United States. He said that the changes his organization was seeking in livestock animal welfare policy were actually supported by many agriculturalists. His message was that it would be good for this group to climb aboard the animal welfare reform train, rather than stand on the tracks and get run over.
During the conversation that followed, one Illinois soybean farmer stood up to complain that the measures HSUS was advocating could drive many livestock and crop farmers out of business. And, if that happened, how were people going to get an ample supply of affordable food in the future? Pacelle retorted, “What you don’t understand is that we’ve now got the hearts and minds of middle America.”
While that statement is highly debatable, the point is that the current struggles involving social responsibility around food start with emotions, not facts. Animal rights groups are well aware of this, as anyone can tell by watching the gut-wrenching videos they produce. (“Will anyone in the room who is actually SUPPORTS animal abuse please stand up?”) Some livestock people have responded by arguing that some videos have been setups by the activists themselves, or that the practices shown are made to look worse than they really are, or that the reforms being pushed for are too unwieldy, and will result in higher food costs. While these counter arguments may be true, they miss the main point.
Food purchasing decisions traditionally have been driven mainly by taste, affordability, safety, and, to a lesser extent, health and nutrition needs. Today, health and wellness concerns are becoming an increasingly important driver. And, other considerations are taking hold, including desire for “locally produced” and “sustainable,” code for produced in a socially responsible way.
In order to effectively counter groups such as HSUS, and to capture (or re-capture) middle America, we must “get emotional” with today’s consumers. Current research by The Center for Food Integrity (an agricultural coalition devoted to bridging gaps in consumer trust) indicates that most people are willing to continue eating milk and eggs if they believe livestock animals are treated in a humane way. But the conversation with consumers must start by reiterating our values in humane animal treatment.
For anyone concerned about greenhouse gas emissions, the impact of livestock production on the environment is becoming a more important consideration. Frank Mitloehner, an air quality specialist at the University of California – Davis, has compiled compelling evidence pointing out that anyone wanting to help lower greenhouse gas emissions can make a far greater impact by changing to energy efficient lightbulbs in their home than by lowering their consumption of meat.
But food purchasing decisions, like other important decisions in our lives, are made not by the “rational” neocortex part of our brain, but by the “emotional” part of our brain, the limbic system. While scientists can amass an impressive array of facts and statistics to support the argument for continued meat consumption, people make their consumption decisions on an emotional level, not a rational one. The facts and statistics merely help to support the emotional decision they have already made.
This is yet another reason why it is essential to lead with our values in conversing with today’s consumers. We must connect with them on an emotional level, to show that our values are closer to theirs than the values of those who hope to convert consumers to veganism.
Current consumer research by the Center for Food Integrity indicates that most consumers today have no problem consuming meat, milk and eggs, as long as the animals that provide that food are treated decently and humanely. That said, only 25% of those consumers agree that livestock animals are in fact humanely treated. Concisely stated, this marks the “gap” of full consumer understanding and acceptable of modern livestock production.
Recently I had the opportunity to hear a consumer panel offer their opinions and concerns about the livestock animals that provide the protein to help sustain so many of us. On one hand, the panelists didn’t say that much new, or surprising. They all wanted affordable, safe, locally produced, fresh and minimally processed food. They expressed gratitude for the wealth of purchase options in today’s food marketplace, and acknowledged that, in many war-torn parts of the world, people have to stand in line for hours just to get daily rations of bread, or rice.
Here is struck me in their comments, though. They all wanted to know which production systems were “right” in enhancing food safety, animal care and environmental protection, while still being affordable for the farmer. They admitted confusion about what “organic” and “natural” really meant, and did not quite know who to turn to for the correct answers. But they wanted to believe, and place their trust in, “the people in the know,” meaning the farmers. They just weren’t sure that they could. One panelist said that, when groups like the People for the Ethical Treatment of Animals (PETA) rant about alleged animal cruelty, he doesn’t believe them. While he wants to believe farmers, he wants to “be assured that their intentions are pure.”
The agriculturalists in the audience stressed that one production system is not necessarily superior to another. “There is no one single way to farm,” one animal scientist said. In animal housing, stalls are not inherently bad, and pens are not necessary the best way to go. All housing systems have scientific, economic, and environmental tradeoffs. Whether the animal has enough space to turn around does not always improve an animal’s well being. And, the label “Humanely Raised” on the package can be very misleading if we don’t have a common definition of what that really means.
While all of those points are true, they weren’t the main message the consumers wanted – or needed – to hear. More importantly, they hoped for some reassurance that, while acknowledging that farmers must take into account many factors in making production decisions, animal comfort and well being remain paramount. The consumers left the room still feeling a bit confused — except for the sense that the farmers and agriculturalists in the room really cared about doing things right. And maybe that was the best the livestock community could accomplish in their time together.
Unfortunately, most farmers do not have the opportunity to talk directly with consumers. Instead, food marketers – and their package labels – do most of talking for them. But, we must find more occasions to have these conversations, because this is where the communications war for the hearts and minds of consumers will be won or lost.
Here are some action steps you can take:
1) Clarify in your own mind what “humanely raised” means to you. Be specific in your description, and, where possible, list personal examples.
2) Practice having conversations with consumers. Listen first, to find out THEIR values, along with their overall impression of modern livestock production.
3) Gather a list of reliable online information resources to give them, in case they want to follow up in their search for correct information. Remember, the goal here is NOT to convince them that you are right. Rather, it’s offering them your informed, compassionate opinion, to help them form their own conclusions. Here is a starter list:
I have worked in agricultural communications for most of my professional career – well over 35 years. If there’s one thing I know, it’s that we still have a lot to learn when it comes to communicating with the public about modern production agriculture, and where our food comes from.
In those 35 years, I’ve gained a lot of experience as an agricultural journalist, an industry communications specialist for agricultural organizations, and a communications trainer for farmers, veterinarians, food safety experts, dietitians and communicators, among others.
On the positive side, agriculture has a wealth of wonderful people who are committed to telling agriculture’s story. A major reason I gravitated toward agriculture as a profession is that, by and large, farmers (and those who work for them) are hard-working, dedicated and sincere in their love of the land and the food that comes from it. Today’s farmers are a marvel, as they must be skilled not just at farming the land, but also in science, engineering, accounting, computer technology and overall business management. Yet, in today’s world, farmers and other agriculturalists need additional critical skills– effective communications and public relations.
Here’s the rub. Most people today have never been on a farm, and don’t fully understand or appreciate what it takes to have a safe, affordable food supply. Because they don’t personally know a farmer, they don’t have a foundation of trust to rely on when they hear conflicting information about whether today’s food supply is safe and healthy for their families, or whether it is socially responsible for the planet. Without that foundation of trust, people do not necessarily believe the supporting scientific evidence agriculturalists bring forth to attempt to “prove” that farmers and others are doing things right.
Years ago, I accompanied a group of people in an Illinois agricultural leadership program to the office of Harold Washington, the first African-American mayor of Chicago. I went into the meeting thinking it would be a real struggle for the mayor to connect with these folks in any more than a superficial way. Harold Washington was the head of a major U.S. city, and the agriculturalists were all from rural parts of Illinois. The mayor started by relating how his visits to his grandparents’ farm gave him a love of the land and the soil; he also talked about his experiences working as a teenager in a Chicago meatpacking plant. Mayor Washington connected with this group on an emotional level by establishing a common bond. The resulting discussion was both entertaining and informative. Issues such as the urban-rural challenge of getting enough safe and nutritious food to hungry people in the cities remained unresolved, but the group was able to discuss this from a framework of shared values.
This is what we must do in order to re-establish trust in our food system, and to show that farmers and others in agriculture are socially responsible. We must first seek to understand, in order to be understood.
While that may sound like a lofty goal, it’s not that hard to get started. Step One is understanding why traditional ways of communicating with consumers about agriculture (“just educate them”) are no longer effective, and why we need to communicate in a new way. With that as a foundation, we can build a new way of communicating that not only will improve public understanding and appreciation of today’s agriculture, but also help us in communicating with our employees, colleagues and family members. These principles, practiced daily, can form help provide immediate, more effective results. This will have an impact on your interpersonal communications, community relations, media relations and social media presence.
This work involves building a values-based “core story” that will help you in relating one-on-one with non-agricultural audiences, conducting media interviews, and building your “brand” on social media. It can also entail preparing yourself for communicating effectively in responding to difficult questions, and in crisis situations. We will deal with these topics in subsequent posts.