Message to Brian Cowen: start communicating

OPINION: The Taoiseach is failing to communicate the depth of the crisis and is thus making matters worse, writes JAMES MORRISSEY 

WHEN A crisis hits, the most prevalent reactions are panic, anger, shock and a feeling of being under attack. Taking immediate control and decisive action diminish these negatives and instead draw on strengths of character.

In the lead-up to the Bank Guarantee Scheme last September, an acute lack of assuredness was evident in Government. Stories were dribbled to the media and speculation followed rumour. A year on, the crisis has deteriorated and there is little evidence of greater control or surety of action. What is lacking is a display of conviction and confidence. Maybe it exists but it is certainly not being communicated.

A crisis communications plan is similar to an insurance policy – you know you need one but you hope you will never have to use it. The absence of an effective crisis communications strategy in Government has been all too evident. It is compounding the current problems because it infers uncertainty and indecision.

The enormity of the current crisis cannot be underestimated. Yesterday’s Irish Times TNS/mrbi poll further confirms a devastating ebbing of public confidence in the Government. In pure human terms, one cannot but empathise with Taoiseach Brian Cowen and Minister for Finance Brian Lenihan in their respective roles. The lack of communications cohesion is prompting considerable hearsay and gossip. Are the media mutterings of a deficit in Cabinet collegiality and unity accurate? Is it true that some Ministers are more comfortable to leave the really tough decisions to others?

Brian Cowen is the nation’s chief executive officer but he appears almost reluctant in that role. His integrity is above question. But he doesn’t do communications well. This is not a time for the image consultants to be layering on make-up or recommending slick suits but it is well-nigh time for rolling up the sleeves and being at the desk every day . . . for as many days as it takes. There is too much “business as usual” about this Government which gives off the impression of, at best, being out of touch and, at worst, of arrogance.

If one was to compare the Taoiseach to a predecessor, Liam Cosgrave comes to mind. Back in the mid-1970s, the then taoiseach faced the most pernicious threat to the security of this State from subversive force but aided by cabinet colleagues, most particularly justice minister Patrick Cooney, Cosgrave led with absolute conviction and determination.

The superficial gruffness of both Cosgrave and Cowen belied strengths of character. Other shared traits are integrity and honesty and . . . keeping the media at a distance.

Brian Cowen needs to use the media. He seems wary, unsure and suspicious about media motives. But in an age of instant communication and hasty analysis, media management is vital to credibility and effective stewardship and public confidence.

New York mayor Rudy Giuliani led his city in the immediate aftermath of 9/11 with both conviction and compassion. The Vatican had the world watching the funeral of Pope John Paul II as his simple coffin lay amid all the pomp and ceremony in St Peter’s Square. And, earlier this year, US Airways made much credibility capital from the heroic happy ending landing by pilot Chesley Sullenberger of one of its aircraft in the Hudson river.

And understanding the “agenda” of the media is of vital importance to ensure how best to manage a communications strategy. Journalists spend most of their time looking for a “good story” and that usually involves searching for controversy, conflict and drama. The media also want answers to questions the public are asking. They also want the truth and, along the way, the big story. The absence of information feeds speculation and rumour. Half-truths can be denied oxygen by disclosing the facts. Being up front with information and telling it as it is works best.

There is a stark difference between engaging with the media and pandering to them. Engaging professionally and adeptly can win respect, pandering leaves you at their mercy. And nobody wants to go there. However, that is exactly where the Government finds itself. Why? Because it is not in control of the messaging, whatever about the message.

In 2002 Loretta Ucelli, former White House communications director for President Clinton, claimed that “what you say during a crisis – and how you say it – largely determines how the public will judge you”.

One gets the sense from the general demeanour of the Government that it is ignorant to the fact of just how concerned, worried and indeed frightened many people are about the current state of the country. Or worse still, they do know but they simply don’t know what to do about it.

Failure to communicate properly in a crisis is a clear indication of the inability of the key decision-maker in a company or organisation to fully comprehend what the outside world perceives as an emergency.

We are now entering an unsettled autumn and winter with decisions of unprecedented importance which will affect the short, medium and long-term future of the country to be made. It is imperative that the Government puts in place a crisis communications plan which has as its core elements:

Media plan with the key objective of providing more information regularly;

Appointment of a communications task force;

Centralising media activity;

Involve all key personnel (Ministers, senior civil servants etc);

Making public the facts no matter how unpalatable they are;

Stop the leaks from “informed sources”;

Government speaking with one voice;

Brian Cowen taking ultimate responsibility for all communications.

If the only achievement of Cowen and his colleagues is to steer us out of our economic woes (which have the potential to spill over into much longer terms social chaos and conflict) in the next few years, they will win support and respect. And if we were updated on important issues and developments on a regular basis, we might not be as fearful and concerned. A proactive media strategy could have a major impact in restoring confidence and delivering hope.

Until then all we know is that the Taoiseach is in charge but it leaves one unanswered question: Is he in control?

James Morrissey is a communications consultant and a former journalist. He is a non-executive director of Fleishman Hillard International Communications and of the radio station Newstalk FM

Media management is vital to credibility and effective stewardship and public confidence

• Comments Feed

0