Matt Gobush: Communication Strategies – Lessons Learned

At 500 million and rising, Facebook currently holds the third largest population in the world. The US falls behind at only 300 million. In a national survey of reporters and editors, 89 percent use blogs as part of their research and 65 percent turn to social media sites. Youtube, now the second largest search engine, holds over 100 million videos. No question about it, social media has become a key form of communication across the globe as a primary networking tool and one of the top news resources.

In response to the rising number of social media users, many companies have created a blog to communicate with consumers on a more personal level. Matt Gobush, Corporate Communications Manager at Exxon Mobil, saw this trend in consumer participation through blogging and began to push the need for a blog in the communication strategy. The push had impeccable timing. Just as Exxon Mobil prepared for the rollout of it’s blog, the Deepwater Horizon Spill occurred. Instead of stepping back and staying out of the spotlight in this disaster, Exxon Mobil took this as an opportunity to communicate with their consumers about the precautions and safety measures it had taken to avoid such a disaster.

Blogs are not commonly used in the oil business. Most companies don’t find it a necessary tool for the nature of business. Gobush, however, believes that it is important for a company in any industry to be involved. “You get so much credit for engaging in the dialogue,” Gobush said. Being engaged in the dialogue brings a sense of transparency to the consumer that wouldn’t otherwise be there with a traditional communication strategy.

Communication, or lack thereof, was one of BP’s largest set backs during the Deepwater Horizon Spill. It took BP an entire week before they mentioned anything about the spill online, with virtually no video response on YouTube. “If you’re not quick, you’re not relevant. They needed to be where the conversations were happening. Twitter, blogs, etc,” said Heather Whaling, owner of Geben Communication. Through it’s communication disaster, BP showed the importance of implementing a new crisis communication strategy to include a digital response.

The lesson learned from the BP oil spill according to Gobush, was first and foremost that the spill was an engineering problem, not a communication problem. In order to properly communicate, BP needed to first solve the engineering problem. It’s second step should have been to inform the public in a consistent and timely manner about what was happening. Gobush believes BP took too long to figure out how to communicate to the public. “They chose the wrong spokesperson and didn’t get the information out fast enough.”

Exxon Mobil is not a stranger to a disaster like the Deepwater Horizon Spill. It experienced a similar crisis of it’s own in 1989 with the Valdez Oil Spill. Since the company had not built a reputation for themselves through communication prior to the spill, it spent much of it’s communication efforts in response attempting to build it’s reputation with the public. Exxon Mobil has been quite successful in it’s attempt with an informative blog and a user-friendly website. BP has a long way to go in rebuilding it’s reputation, but taking the lessons learned, it will be able to move forward and make use of the digital world consumers prefer today as part of it’s communication strategy.

Lessons Learned From the BP Oil Spill

From Bella…

Our SMU Communication Studies class began with one goal in mind: to learn about the communication efforts during the B.P. oil spill, and the implications of miscommunication during the worst environmental disaster to hit the US. Over the 10-day class, we visited Louisiana, Mississippi and Alabama, listening to various accounts and opinions from people involved with and/or in charge of getting the message out to the world. We asked each speaker this question: From a communications standpoint, what would you consider to be the most significant lessons learned from the BP oil spill?

The answers were varied, and sometimes similar, whether from media, PR, nonprofits, government officials or business leaders. Following are some of the key communication lessons learned, according to our speakers:

Lieutenant Sue Kerver, District Eight Public Affairs Officer of US Coast Guard. The Coast Guard served as the vital first-responders from the time of the explosion on April 2010, and throughout the spill. “We went from search and rescue, to environmental protection in a few days, with our small staff in charge of gathering and delivering information up, down and across all lines of government,” said Lt. Kerver. The three New Orleans public information officers were inundated with thousands of calls and emails from government, media, BP officials, and numerous other organizations and citizens. In an effort to inform the public about the status of the spill, they immediately set up a comprehensive website as well as social media sites which allowed for vital two-way communication.

• Be proactive. A crisis communication plan must be in place.
• Training is essential to effectively implement any crisis plan
• Identify key spokespeople
• Build relationships with the media
• Identify your audience and use social media tools effectively

The Mississippi River in the Lower 9th Ward

Andrea Taylor and Drew Banta, public information officers for the Louisiana Governor’s Office of Coastal Activities. They work to educate and enhance legislation to protect the Gulf coast and wetlands. As part of the office, the Coastal Advisory Commission on Coastal Protection, Restoration and Conservation assists the state in creating plans to achieve a sustainable ecosystem on the coast. The commission works with engineers, scientists and ecologists to advise the Governor on coastal activities that would ensure protection and preservation of the coast. Communication becomes important in providing information to the public about coastal programs and scientific findings that affect communities in Louisiana, especially along the coast. The public information officers rely on expert sources, accurate facts and information to maintain the public’s trust.

• Be an expert about the issue on which you’re communicating
• Maintain credibility. Don’t make unrealistic promises.
• Be a step ahead so you don’t become defensive
• Identify your audience and reach them through traditional and nontraditional channels, such as social media.

Mark Schleifstein, environmental issues reporter for the New Orleans Times Picayune. He covered Hurricane Katrina, even as his own home and family suffered tremendous hardship. For years he has written in depth about the environmental impact of industry on the wetlands, the coast and the wildlife in Louisiana. His coverage of the Deep Water Horizon explosion and oil spill is considered among the most balanced and insightful reporting. Schleifstein said that in this atmosphere of a 24/7 news cycle, citizen journalism and social media, the facts get hazy, and can result in costly mistakes and confusion.

• Develop credible sources and take the time to back up your information with multiple sources.
• Be able to use social media tools effectively to reach your audience
• Understand the history and culture surrounding the story.

Dr. Bob Thomas, director of Loyola University’s School of Environmental Communication, understands the complications of trying to communicate in the midst of the BP “oil gusher.” He said that although the spill is catastrophic from an environmental perspective, the government’s moratorium on offshore drilling only added to the anxiety in Louisiana. “The rest of the country doesn’t understand Louisiana’s dependence on oil,” he said, noting a lack of communication on a local and federal level.
“Being irrational got us nowhere. All of a sudden screaming the sky is falling and closing down the oil industry was the wrong way to go,” said Dr. Thomas. “It shut down any ears that were willing to listen along the Gulf coast.”

• Be rational and logical in your communication
• Do your homework.
• Enlist people on the ground who understand the big picture.

Steven Peyronnin, executive director of Restoration for Coastal Louisiana, a nonprofit organization addressing the restoration of the Gulf coast as well as raising awareness for the protection of Louisiana’s fragile wetlands.
“You are the one that people will take their lead from,” said Peyronnin. “It doesn’t diminish your credibility to say I don’t know; it damages your credibility to speculate on things you don’t.”

• Stay true to your message
• Be the calmest voice in the room
• Don’t speak of things you don’t know about
• Think long-term with regard to statements, messages and actions

John Deveney, CEO of Deveney Communications and a fellow PRSA member. He has worked with the Louisiana Office of Tourism to manage public perception of the region after Hurricane Katrina and the oil spill. He has created strategies to raise tourism and travel to the region through successful media campaigns, both in print and online.
“The most important thing in a crisis is you have to maintain control,” said Deveney. “Your reactive strategy and your proactive strategy have to work together.”

• Have a proactive strategy
• Maintain control in a crisis
• Be prepared to act reactively and work with being proactive

Ariella Cohen, investigative reporter for The Lens. This small, independent news company is entirely online and focused on local investigative reporting. Although their reporters covered aspects of the oil spill and its impact on the community, they focused on the local and personal side of the oil spill story. Cohen said the biggest challenge was making sure information was accurate and relatable.

• Be specific as possible
• Don’t be defensive
• Get along with local stakeholders

Anne Milling, founder of Women of the Storm, and WOS members, Nancy Marcignia and Diana Pinkerling. The WOS, a nonprofit group which formed after Hurricane Katrina, lobbies locally and in Washington to raise awareness about issues impacting New Orleans and the Gulf Coast.
“You have to have a focused message. We try to hone in on the message and what are we trying to accomplish,” said Milling.
“There needs to be better disaster response for there to be better disaster communication — not just messages from nonprofits. If the local, state and federal governments are not coordinated in their response to a disaster then communication comes out fragmented just like the response does,” said Marcignia.

• Cultivate ideas and form a network
• Build relationships one contact at a time
• Be persistent in articulating your goals
• Be positive and patient

Audubon Place, a gated community home to Anne Milling

Sally Sleeper, Director of Research for RAND Gulf States Policy Institute. This nonprofit organization aims to improve policy and decision-making regarding the environment through research and analysis. They provide objective analysis of various issues such as coastal protection, health care and workforce development to federal, state and local leaders. Although the effects of the spill might not be known for years, RAND continually works to collect the most accurate data regarding the oil’s effect on the environment.

• The oil spill was psychologically more impactful because of the unknowns.
• You must combat the uncertainty of a crisis with the most accurate information possible.

Cynthia Sarthou, executive director of the Gulf Restoration Network. This nonprofit organization aims to empower people to protect and restore the natural resources of the Gulf Region for future generations. It focuses on providing a steady stream of current information, either through the use of newsletters, flyers or other print media.
“It takes a disaster sometimes to motivate people. Once motivated, you can actually engage the American public with important information,” said Sarthou. “You have to be current. The only way to catch the public’s attention is to ensure that the information you provide is not stale.”

• Disasters bring attention to a situation and motivate people to help.
• Engage people with concise, current information.
• Have an “elevator pitch” ready for your organization’s message and goals.

Brentin Mock, with Gulf Restoration Program of Ocean Conservancy. The nonprofit group aims to protect the world’s oceans. This specific program was developed in response to the oil spill. The group also focuses on enabling fishermen and other groups to engage in the damage assessment process so the federal and state restoration plans can be better tailored to their specific needs.

• Make sure sources are credible and correct
• Check backgrounds of scientists and staff
• Know where you’re pulling your information from
• Focus on people telling the story
• Revisit stories and double check facts
• Identify your audience and use social media tools effectively

The sun setting on Grand Isle, LA

Kurt Fromherz, media specialist for Plaquemines Parish President Billy Nungesser, focused on communicating up-to-the-minute oil spill information to the media. He set up hundreds of interviews, media tours to the barrier islands and press conferences during the oil spill. Nungesser’s outspoken approach has garnered much media attention, and it’s Fromherz’s job to manage the many interview requests and media coverage.

• Be prepared to work nonstop behind the scenes to get your client the best media coverage.
• Strategize sound bites and take measures to make sure your client is not misquoted or quoted out of context.
• You have to stay on top of the news, blogs and social media.

Windell Curole, general manager of the South Lafourche Levee District and leading wetlands expert. This state agency is run by locally appointed commissioners who work to develop flood protection plans concerning the use of levees. Mr. Curole not only participates actively on the board, but he also actively engages the public by writing informative articles about levees and the wetlands.
“It all boils down to politics and money. Those are two filters that change the message,” said Curole. “Some people are going to turn the story to try to reflect a better message for themselves.”

• Report honest and factual information to the public.
• Remain unbiased and objective.
• Understand the various agendas that might impact the message.

Lori Brannon Carter, communications specialist, former lobbyist at the Louisiana State Capital and an environmental activist. A resident of the coastal city of Ocean Springs, Miss., she served as a “coast watcher” during the spill. “The confusing messages have created a confused public. But down here, up close, we know the oil didn’t just go away,” she said, praising the work of nonprofits and scientists who continue to unravel the short and long-term impact. “It’s a noble effort and an endless cause to step up and be a responsible steward for the environment.”

• Be tireless in pursuit of the facts.
• Don’t accept “official reports” at face value.

Stan Tiner, executive editor, Blake Kaplan, city editor and Geoff Pender, reporter for The Biloxi Sun Herald. This newspaper team won a Pulitzer Prize for their coverage of Hurricane Katrina. The Sun Herald team has reported extensively on the impact of the oil spill on the Mississippi coast.
“In the beginning it was a disaster story. Then it became a political story, linked to the issues around Katrina. Several subtexts played out over the months after the spill,” said Tiner. “There was a lot at stake, and lot of people depending on us to get it right. This was a new field, with a range of resources. There were days when we were frustrated with what looked like contradictory information. It’s been a learning curve.”
“It was hard to cover, like Katrina, in that we were living it, and reporting it at the same time,” said Kaplan.

• Be suspicious, weigh information, get it right in order to develop reader confidence
• Double-check information with multiple sources
• Be an advocate for your city and community
• Focus on local coverage. “Our message was: Mississippi matters,” said Tiner.

Listening to Johnny Fisher at Lulu's Restaurant in Gulf Shores

Johnny Fisher, manager of Lulu’s restaurant. The Gulf Shores restaurant, owned by Lucy Buffett, is a favorite among locals and tourists. Fisher and Lucy rallied to support the region and raise awareness through local concerts and the “One Love, One Ocean” campaign after the oil spill. “This has been a terrible disaster, no doubt. But we’ve got to send a positive message. Adversity provides an opportunity to make things better,” said Fisher. He explained his campaign angle, which emphasized that these are “your beaches,” encouraging parents to bring the family, and even let kids help with the clean-up, in the spirit of volunteerism.

• Be transparent and genuine
• Never turn your back on your neighbors
• Take an optimistic approach
• Control the message by taking proactive measures

Linda Whitlock, president of the Alabama Gulf Coast Area Chamber of Commerce. Since the oil spill, Linda and her staff have worked to help local businesses wade through the complicated claims process and the devastating financial impacts on the region. “It was shocking how BP dealt with this. They hired cleanup workers from outside, when we have so many out-of-work residents right here. They didn’t ask us how to clean up the beaches that we’ve been maintaining forever. They just barged in and took charge. The place looked like a war zone,” she said. “BP came in and said, ‘Don’t worry, we’ll restore your beaches and make you whole.’ They have been totally ineffective.” As a result, her Chamber office set up a “War Room” where area leaders gather weekly to organize business and community support. “We’ve become a model for crisis communication and management.”

• Find ways to use adversity to your advantage
• Handle a crisis with faith, optimism and positive energy
• Create focused messages and make sure you’re accurate

Herbert Malone, CEO of Gulf Shores and Orange Beach Tourism for 22 years. His department created information campaigns and used Internet and social media in an attempt to reverse erroneous and damaging media coverage that drastically impacted tourism after the oil spill. “We immediately developed a crisis communication plan after the spill, even before we knew how bad it would become,” said Malone. “The media and the bloggers had a sense of urgency about getting information out there, and being first. Fact-checking took a back seat. Sometimes the headlines didn’t match the story,” he said, explaining that misinformation cost the region billions of dollars in tourist revenue. “Our disaster started with the national news reported that oil would hit our beaches within the week. Phones rang off the hook with people canceling reservations. The oil never hit our beaches.”

In addition to traveling to Washington to testify at a Congressional committee on the spill’s impact on tourism, Malone attended non-stop local meetings, working with other community leaders to manage the message. “Our core message focused on three key elements: We’re keeping an eye on the situation, our beaches are not closed, and this is your beach, come support it.” He noted that his office used social media extensively — Facebook, blogs, Twitter, YouTube, which he felt was by far the most effective tool for shooting out quick, two-way messages.

• Be honest with information and messages, even at the risk of casting an unfavorable image
• Learn to use social media in order to deliver and receive messages from the public
• Use credible spokes people and tailor a message that is genuine. “In this day of social media, you can’t deceive the public. You have to earn their trust. That’s what works in the long run.”

Calling all Seafood Eaters… By Lauren Champlin

By Lauren Champlin…
When our class met with oyster distributor Sal Sunseri, owner of P&J Oysters based in New Orleans, we were all curious how the spill affected his company. Sunseri stated, “Oil didn’t ruin our oysters, freshwater did.” He explained how oysters live in estuaries, a combination of freshwater and saltwater. These estuaries were flushed out with freshwater to stop oil from spreading and that is what destroyed many oyster beds.

After the BP Oil Spill on April 20, many people were uncertain about seafood safety. I love seafood and even I was skeptical. Even after so many speakers informed us that the seafood from the Gulf Coast was safer now more than ever, I wasn’t completely convinced. However, with all my skepticism and uncertainty about Gulf Coast seafood, I couldn’t come to the region and not try it (I am so glad I did too!). I am telling you I haven’t had oysters that taste so good…ever!

My advice, go to Casamento’s as soon as you arrive in New Orleans! Another favorite, crab claws from Bourbon House! I can tell you, from firsthand experience, Gulf of Mexico seafood is not only safer, it is more delicious than ever on the Gulf Coast!

Managing the Message: Louisiana versus Alabama

By Austin Campbell… Louisiana and Gulf Coast area restaurants, hotels, shops, and other businesses impacted by the tourist economy, experienced significant losses in revenue immediately after the BP oil spill. How are they faring today– nine months later?

Our traveling class posed that question to a broad range of representatives, from the U.S. Coast Guard to New Orleans restaurant tycoon Dickie Brennan, to tourism leaders in New Orleans and Gulf Shores, Ala. Although most of what we heard centered on the economic and ecological impact, many regional leaders noted the dramatic psychological impact on the population in the Gulf coast areas.

The wildlife and coastline destruction, job loss, lost tourism revenue and long-term uncertainties surrounding the BP oil spill affected morale throughout the region. But we noticed a marked difference in Louisianans compared to Alabamans.

Louisianans seemed more upset and were intent on being heard and not forgotten. Having gone through the flooding after Katrina and now the oil spill, it is no wonder Louisianans feel battered and ignored. “This disaster has worsened the issue of our disappearing coastline,” said Drue Banta, a spokesperson for Coastal Activities for the State of Louisiana, Office of the Governor.  “People down here feel the rest of the country doesn’t care, and they don’t seen any real signs of help coming from Washington.”

Louisianans have weathered a long history of coastal destruction from energy and chemical companies, not to mention natural disasters. But the BP oil spill affected the regional psyche in a profound way. It wasn’t just a spill, it was a “gusher,” insisted Dr. Robert Thomas, director of the Center for Environmental Communication at Loyola University. “It was a human mistake caused when oil companies took too many technological short-cuts.” He noted that the ongoing visual image of the gusher on TV and the images of their beloved land and wildlife covered in oil had a devastating psychological impact.

Although Mississippi and Alabama residents were also hit hard by the “gusher,” the message repeated by those in government and tourism in those states seemed to reflect a firm but optimistic attitude — that now is the time to move forward, stay positive and plan the next move.

“You gotta put it behind you to move forward,” said Herb Malone Jr., president and CEO of Gulf Shores and Orange Beach Tourism.

Linda Whitlock, President of Alabama Gulf Coast Chamber of Commerce, concurs. She cites hard realities that have impacted the people in the region: the suicide of a charter boat captain who told friends that the spill marked the end of his way of life, the negative media attention that drove tourists away and hammered the economy, and BP’s poor handling of the clean up response. However, she declared the events have helped pull the community together. “We gathered for daily meetings, coming up with a common message, rallying to support each other. We formed the Coastal Resiliency Coalition, CRC. … It has become a model for crisis management and communication.”

Johnny Fisher manager of Lulu’s restaurant in Gulf Shores applauds the way  Gulf Shores and surrounding beach communities came together to solve problems. “Adversity provides an opportunity to get better.” He cited the t-shirt campaigns, the record-breaking crowds at the beach concerts given by big name musicians who wanted to help, and an upcoming campaign he’s planning to show how people are uniting to address the cause.

Although the residents of Louisiana seem less upbeat, they are no less determined to make sure the BP oil spill is not just another disaster swept under the rug. In fact, Banta and some nonprofit representatives feel this latest crisis, may be what is needed to finally get meaningful help.

So, while Alabama’s focus is getting its beach goers to return and Louisiana’s focus is to restore their way of life on the waterways, all the Gulf states impacted by the BP oil spill share a hope that this crisis will bring much-deserved attention to the Gulf region.

Crisis Communication During the BP Oil Spill

By Whitney Williamson
Nearly a year since the British Petroleum Oil Spill, it becomes easier to pin-point the communication successes and failures.  Naturally, in the midst of the crisis, messages become hazy. And unless a clearly developed crisis plan is in place, an organization can lose its stakeholders to chaos and uncertainty.  That point was continuously stressed by people in charge of the communication efforts during the spill. During a series of recent interviews conducted as part of an SMU Communication class, speakers emphasized the importance of having a solid plan in place in the event of a crisis situation.  From individual tourist bureaus and nonprofit organizations to the Coast Guard, those with a prepared crisis plan, ready to respond to the oil spill crisis, took the lead in addressing the situation.

“The last thing you want to do is create a crisis plan during a crisis,” said  Lt. Sue Kerver of the Coast Guard, pointing to two USCG crisis manuals: the Incident Command Structure and the National Response plan.  During the BP Oil Spill, the Coast Guard adhered to its prepared plan for successfully managing communication efforts.  Lt. Kerver noted that for a crisis plan to be effective, training must be a key component.

“Training made the difference. Since this went from a search and rescue operation to a environmental crisis, the three public information officers here had to triage the work,” she said, walking students through a timeline of the BP explosion on April 20, to the successful capping of the well. “From a communication standpoint, our biggest challenge was deciding whether to go out with what we had, or wait to be sure we had reliable information. We did a lot of course changing.”

Working round the clock, the Coast Guard’s multifaceted communication response included setting up a unified response center, fielding non-stop phone calls, media interviews, press conferences, setting up an informational website, press releases, daily briefings and social media engagement. “We had more than one million friends on our Facebook page within two weeks,” Lt. Kerver commented. “As a communications event, it was unprecedented.”

Another organization ready with an established crisis communication plan was the Gulf Shores and Orange Beach Tourism, led by Herb Malone. Well aware of the impact the oil spill had on their tourism, Malone stated that “about 65 percent of the business activity we have is in the summer months of June, July and August”.  Malone and his office had to create a plan with a delicate balance of both encouraging people to return to Gulf Shores while still being honest about the situation at hand.   By narrowing the audience to their target, core markets and consistently providing honest information from authoritative sources, they adapted their crisis plan in an effort to boost tourism for the upcoming summer season.

John Deveny of principal of Deveny Public Relations in New Orleans, worked with the Louisiana Office of Tourism after Katrina and the BP oil spill. His office created an experts list, bringing credible sources in to address each of the issues impacting the city after the spill —from experts on seafood safety to pulmonary specialists. Additionally, he put together a press familiarization tour. His proactive communication strategy also included a website feature which focused on one key topic each day. He noted the importance of tracking other crises, to better understand how to handle your own crisis.  For example, after the floods in Nashville, the city focused on milestones, holidays, special events, and festivals to boost Nashville tourism. Deveny applied this formula to Louisiana, and on the 100^th day of the oil spill crisis, he launched the “Top 100 Things You Love to Do in Louisiana” campaign. “You have to prepare a proactive and a reactive strategy,” he said.

Although Hurricane Katrina and the BP Oil Spill crises may seem similar, communication specialists insist they had to be handled differently. True, the crisis communication used during Katrina paved the way for some effective means of  communication during the oil spill, but they had an entirely different impact on the region. Hurricane Katrina was a crisis that people understood, having been frequently threatened by hurricanes. Most people thought of it as a natural disaster, out of human control. And unlike the oil spill, Katrina was a known entity that did not stretch on for months.  The BP Oil Spill was unlike anything the Gulf Coast had experiences, was a man-made disaster, went on for months, and present unknown components, which further complicate the crisis.

The timing of the two crises effected ways in which the message was disseminated.  Advancements in technology and social media in 2010 allowed for 24/7 communications during the BP Oil Spill, compared to Hurricane Katrina in 2005.

These advancements helped drive across key messages, which, say experts, is a crucial element in dealing with a crisis.  One experts, Steve Peyronnin, executive director of the Coalition to Restore Coastal Louisiana, stressed the importance of staying true to your mission’s message even through a crisis.  Peyronnin told SMU students to focus on the long-term goal of your organization and its message rather than the short term. Rather than being confined to what others expect of you or what the media wants you to say, tell your own story and don’t let others interfere with your overall purpose.

“You have to know the personality of your organization to communicate its messages,” he said.  “Stay true to your mission and its message, especially in a crisis. This will help you maintain credibility as well as objectivity.”

Peryronnin also advised students, “Don’t get sucked in by media’s need for a perfect sound bite. Refrain from knee-jerk responses.”

Overall, communication experts advised students to aim for honest, credible, and accurate information. And if you get it wrong, admit it, and quickly correct it. Lt. Kerver noted that during the BP Oil Spill the Coast Guard gave out the information that they later discovered was incorrect. They promptly apologized and issued an immediate correction. Peyronnin stated that credibility is extremely important during a crisis and explained that it was better to defer to someone else for correct information rather than give out incorrect or misleading information.  In Malone’s presentation to students, he emphasized using honest, credible information from authoritative sources when communicating with stakeholders. “From day one the theme of all this was honest, straightforward information from authoritative sources,” Malone said.

One way organizations did this during the spill was by providing daily updates to various stakeholders.  The Coast Guard had daily press conferences to update the public.  Deveny sends out daily e-mail messages to approximately 400 stakeholders with an update on information from the messaging platform to media clips.  Malone and his organization began posting daily videos “shot everyday, first thing in the morning with the day’s information” giving a candid report of the Gulf Shore’s beaches. Providing honest, credible and accurate information serves two purposes.  Most importantly, it protects your organization’s reputation, which has the potential to be very fragile during a crisis.  Secondly, by providing information to the public, it allows you to get your story out before the public and media have a chance to find it.  It is far better to control your own information than to let others mismanage it.

All of the organizations placed a strong emphasis on technology.  From social media to video updates, current technology played an important role in communicating with the various audience affected by the oil spill.  In this day and age, the public expects constant information and gets it from whatever source they can find.  By setting up Twitter accounts, Facebook pages, and websites, the various organizations were able to relay accurate and timely information to their audience.

Although each crisis must be treated differently, there are basics that must be followed.  First, an organization must have a plan in place and its people trained before the crisis occurs.  Second, organizations need to construct a clear message and stick with it despite the crisis at hand.  Last, the organization needs to disseminate accurate, credible and honest information through various mediums.  If these steps are followed, an organization stands a better chance of getting the message out, protecting its reputation and surviving a crisis like the BP Oil Spill.

Learning the Truth about the Gulf Coast

By Lauren Champlin…
When I arrived in New Orleans, I wasn’t sure what to except. I had never been to the Gulf Coast and all I knew was what I read and hear in the media — Katrina and the BP Oil Spill. My perception of the region was completely different after spending 10 days on the Gulf Coast. Initially, I thought the area was still a disaster from Katrina in 2005 and, now, covered in oil. What else would I think when that’s all we see in the media?

Now, I am back at home and I know a lot more about reality on the Gulf Coast.
I know just how much the natives care about their land—especially after witnessing Linda Whitlock, President/CEO of Alabama Gulf Coast Area Chamber of Commerce, tear up just thinking about the day oil was discovered on Gulf Shore’s beach. The people on the Gulf Coast have been through a lot, but they are determined to work together and rebuild their land. Leaders on the coast state, “We are doing everything possible to get the message out there right now.”

After asking all our speakers what communication lessons they have learned through this disaster, many said they won’t be able to discuss the lessons learned from the BP Oil Spill for about five years. However, John Deveney did state his lesson learned: “[To spread the right message] you need a very proactive strategy to maintain control,” he continued, “You also must be reactive in order to be proactive.” Deveney did just that through a social media campaign to raise tourism in Louisiana.

I feel the approach through social media will benefit tourism in the future. People aren’t getting the truth from traditional media anymore. According to Jeff Pender, political reporter for the Sun Herald in Gulf Port, Miss., reporters felt deadlines when reporting on the spill and experts weren’t available to double check facts.

Unless you visit the area yourself, you can’t possibly know all the facts. I believe the Gulf Coast will recover better than ever because people can focus on trustworthy social media sites, instead of traditional news coverage—which still, five years later, focuses on the disaster left behind after Katrina. According to Herbert J. Malone, Jr., President/CEO of Gulf Shores Tourism, the media focuses on the bad because that’s what people pay attention to. However, if you really want the truth, you must find reliable social media sites, like www.thebeachfacts.com, or travel to the source and experience it firsthand!

Reflections on Environmental Communications: Lessons Learned from the BP Oil Spill

By Lauren Champlin…
After returning from our class trip, I began organizing information gathered throughout our Gulf coast journey. A diverse range of speakers provided vital information which will be useful for pursuing a career in public relations — specifically, communication strategies shared by John Deveney with Deveney Communication and Herbert J. Malone, Jr., President/CEO of Gulf Shores Tourism.

In New Orleans, our class met with Mr. Deveney, a public relations specialist working to help Louisiana Office of Tourism shape their response to the BP Oil Spill. Deveney spoke on public relation goals for Louisiana and the strategy for achieving those goals. Louisiana needed a campaign that would increase tourism after the BP Oil Spill. According to Deveney, the challenges for tourism were both uncertainty and misperception.

John Deveney speaking to our class at Parkview Guest House

Many people weren’t traveling to Louisiana because they were uncertain when the spill would stop; where the spill was actually located in relation to Louisiana; was the seafood still safe to eat. All this confusion created a decline in tourism. Therefore, Deveney created a tourism campaign which highlighted affordability.
The campaign focused on informing consumers about low hotel rates and great holidays to visit Louisiana. Social media became the highlight of the campaign. Whether it was through Facebook, Twitter, Bloggers or Youtube people were spreading the word about the “real Louisiana.” (www.louisianatravel.com)
Gulf Shores, Ala. is another example where social media was used to boost tourism.

In Gulf Shores, our class met with Herbert J. Malone, Jr., President/CEO of Gulf Shores Tourism. Malone focused on keeping locals and tourists informed on the conditions of Gulf Shore beaches during the BP Oil Spill; even if that meant reporting sightings of oil. Malone stated, “Oil might not have been spotted, but the disaster hit April 2010 because the media focused on the oil since day 1 and cancellations began in the tourist industry; mom and pop businesses began suffering greatly.”

Malone wanted people to continue traveling to Gulf Shores and presenting up-to-date concrete facts to the people through social media was the only way he saw fit. (www.thebeachfacts.com) I found his truthful approach very uplifting, because these days it’s uncommon for businesses to reveal both the good and the bad in a crisis situation.

Deveney and Malone presented transparent communication campaigns to gain consumer interests and maintain public trust which both exemplify positive steps toward managing a crisis situation in any organization. People want the facts and if your organization is willing to be open and honest then you will gain public trust and interest.