Recent research has shown 12 % of Australian businesses and 39 % of councils have no contingency plans to cope with an emergency or crisis event. Of those that do have plans, I wonder how many have an effective strategy to deal with the media?

During a crisis the media play an important role informing the community of what's going on.

But not maintaining good relations with the media and not having a plan to deal with them can turn even the most thorough plans into chaos.

For example, in the emergency and crisis media management workshops I run, I give the following two examples to highlight why a plan to deal with the media should be an integral plank to any risk management plan.

Example one is where a fatal accident occurs at a work site and before the organisation can contact relatives a well-meaning colleague is ringing the local radio station dedicating a song and naming the recently deceased work mate.

This illustrates the importance of firstly having a media crisis plan and then communicating internally this plan to all employees. It should be made clear that during a crisis all contact with the media should be through one or two official spokespersons.

The second example illustrates how information often flows to the media through informal channels.

A sick infant is brought into the emergency ward of a busy hospital. The infant is given an incorrect dose of a drug, goes into relapse and subsequently dies.

A nurse working at the emergency ward the night the infant is admitted is studying journalism part time and tells a fellow student of the incident. The fellow student works at a major daily newspaper and tells the editor. Next day it's front-page news.

How do you stay ahead of potential disaster in circumstances like these?

The most important tactic is to have a media plan and understand the requirements of different media during a crisis or high-risk event.

Understanding different media tools?

In an emergency or crisis situation there are a range of media tools available to the manager. Often the best way of getting your message across to the broader community is to use the media with the widest possible audience. The most immediate is radio news bulletins, followed by TV news and then daily newspapers.

Often, as you are in a crisis situation, the story will have a strong news value. The challenge will be not so much getting media coverage, but managing both the media and the message.

Also in a crisis situation, the story may develop and be ongoing. Journalists will be looking for new angles and developments to "keep the story alive". Here the challenge is to keep providing accurate, timely information at all times.

Improving your media performance during a crisis.

When the story breaks it is important to develop good relations with the media and manage the way the message is communicated.

For example the Nine Network's 60 Minutes coverage of the Australian mining company at the centre of the major cyanide spill in Eastern Europe highlights the dangers of appearing on the media unprepared.

The visual images were powerful. Huge fish belly up in the river being pulled out by locals with pitchforks. It is difficult to combat these emotive images.

But the company wasn't very smart in thinking about and managing the visual image they wanted to portray. The mining CEO was interviewed in a 5-star hotel room and was dressed immaculately in a suit and tie.

Even if you didn't hear what he was saying the visual message was one of being aloof, uncaring and remote.

They missed a golden opportunity to do the interview on location at the site of the spill, sleeves rolled up and giving the impression of doing something about the situation and being in control.

In fact the image just reinforced typical community perceptions of the mining industry reaping huge profits while being dirty, dangerous and environmentally unsound.

The keys to performing well in such a situation are planning and preparation. When a crisis occurs know the exact status of it and every fact available. For example who are the people involved, what are the circumstances and what is the latest information?

Also act decisively. A crisis is no time to dither. Get as much information to the media as quickly as possible. If you don't take control of the information, the media will look for other sources to provide a 'sound bite' or 'news grab' and these may not be accurate or reliable contacts.

Often in a crisis, rumour, emotion and incorrect information can quickly fill the information void. Continually update the media as information comes to hand.

When presenting and planning your media response think of the target audience and what words will reassure them. Be involved and take a 'hands-on' approach. Do television interviews on location rather than in a comfortable office remote from the crisis and audience.

Know how to use control phrases to introduce your agenda. Be diplomatic, confident and refrain from becoming angry with journalists.

10 Tips for Managing the Media during a Crisis

From my experience as a reporter, presenter, executive producer and manager I now advise and train organisations on how to manage the media during a crisis.

Here are 10 tips I consider essential:

1. Plan for a crisis in advance.
2. Clarify your communication objectives.
3. Determine your spokesperson and road test their skills prior to a crisis.
4. Identify the best channels of communication.
5. What is your key message?
6. Stick to the facts. Show empathy with those affected.
7. Develop an open and honest relationship with the media, avoid "No Comment" and be proactive.
8. Build your case.
9. Use the Three Golden Rules (Know your Topic, Be Prepared, Relax) to perform at your best.
10. Seek professional help.