Chapter 24 Chapter 23 Eloquence in Crisis Management: Turning a Crisis into an Opportunity

Crisis communication is at the heart of crisis management.The role of crisis communication is to help the public understand the facts that affect their lives, feelings and values, so that they can better understand the crisis and make informed decisions.Crisis communication is not just telling people what you want them to do, but more importantly, telling them that you understand how they feel. As a company leader, when your company is about to be acquired, and multiple potential acquirers are scrutinizing the company, your company's offshore equipment has a fatal accident under "suspicious circumstances", and labor protection officials are critical of your company. The company's compliance with environmental regulations is questioned, and a market analyst recommends selling your company's stock.

How to minimize the impact of the above crises in marketing activities is a challenge that all companies must face.Unfortunately, not all companies understand the difference between a routine marketing plan and an emergency one. Typically, the function of marketing is to create business value.During times of crisis, the information communication function of marketing is to maintain corporate value. So, how likely is it that a crisis will hit your company?You know, there is no company that does not have a crisis.Feelings and reality are equally destructive.Whenever people inside or outside your company think or may think that something is wrong with your company, you must implement a communications plan to address their concerns.

You only have two choices: be prepared or be reactive.The slower the response, the greater the potential for damage.In this instant-messaging world, media audiences relish bad news.Doing nothing and allowing the company to collapse is the most dangerous.In times of crisis, it is especially important to work on both marketing and public relations. To avoid any damage a crisis may cause, a crisis communication plan needs to be in place.The following steps will show you how to do it. Step 1: Set up a crisis communication team.The company should send top managers to form a crisis communication team.Ideally, the team will be led by the CEO of the company, assisted by a PR manager and legal counsel.If the company's in-house public relations manager does not have sufficient crisis communication expertise, he can find an agency or independent consultant.Other members of the team should be the heads of the major divisions of the company, covering finance, human resources, and operations.

Step 2: Select a speaker.On the crisis communications team, there should be someone who is dedicated to speaking on behalf of the company during times of crisis.The CEO can be one of the speakers, but not necessarily the main one.Some CEOs are great business people, but not great talkers.Image communication is often as powerful as factual communication.Therefore, communication skills are one of the first criteria for selecting a speaker. Step Three: Vigorously train the spokesperson.The following two sentences can summarize why companies need to train spokespersons how to face the media. "I talked to a good reporter for over an hour, and he didn't report the most important information about my company." "I speak in public a lot, so I have no problem with the media."

The first sentence shows that there are plenty of managers who think they know how to speak to the media.The second sentence shows that most managers do not know how to convey the "most important information" to the interviewer. Also, analysts, institutional investors, individual stockholders, and other key investor groups serve as an audience that can misunderstand or misinterpret messages from your company just as much as the media.Therefore, avoiding misunderstandings as much as possible is the top priority.For example, there was once a perfectly functioning and well-managed company whose stock valued at $2 billion fell nearly 25% in one day because of reports that a well-known securities firm recommended selling the stock. Afterwards, the securities company denied this.Of course, the loss is irreparable.

Therefore, the training of spokespersons can enable your company and employees to learn how to properly deal with the media, and make the public's statements or analysts' comments as you wish to the greatest extent possible. Step 4: Establish information communication rules.Any employee in the company may be the first to receive crisis-related information.It may be the janitor, the salesperson, or the traveling manager who first notices the problem.So who should the person who finds the problem notify?How to find them? This requires the establishment of an emergency communication "tree structure map" and distributed to each employee, which can accurately explain what each person should do and who to contact in the face of a possible or existing crisis.In addition to having an appropriate supervisor, at least one member and an alternate member of the crisis communications team should include their office and home phone numbers on the emergency contact form.

Step Five: Identify and understand your company's audience.Which audience is relevant to your company?Most companies care about the media, customers and potential customers.Individual investors may also be included.Listed companies must comply with stock trading information rules and be subject to inquiries from local or national legal agencies. You have their complete contact information, such as mailing address, fax and telephone directory, so that they can be contacted quickly in times of crisis.In addition, you need to know what information each person is looking for. Step Six: Pre-drill.If you want to act preemptively and plan ahead, bring your crisis communications team together to discuss how to respond to any potential crises upfront.This approach has two immediate benefits.First, you may realize that some crises can be avoided by changing the way you operate.Second, you can think about countermeasures, best and worst plans, etc.It is always better to be prepared than to be reactive.

Of course, in some cases, you already know a crisis is coming because you are causing it—for example, when a company lays off employees or makes a big acquisition.If so, you can do steps seven through ten below even before the crisis occurs. Step Seven: Assess the crisis.Responding hastily without fully understanding the situation is a typical "call first, ask later" situation and should be avoided.But if you have completed the above six steps first, your crisis communication team can easily become the receiving end of information, and then can decide what to do in response. Therefore, you cannot complete this step in advance.If you don't prepare in advance, your company will delay responding until your employees or hastily recruited consultants have completed steps one through six.Furthermore, a hastily established crisis communications strategy and task force is far less effective than a pre-planned and rehearsed situation.

Step 8: Determine the key message.You already know what information your audience is looking for.Now, what do you want them to know about this crisis situation?Keep it simple, with no more than three main messages for each audience, and perhaps additional information for professionally literate audiences.Assuming an event where a death occurs under suspicious circumstances, if something goes wrong with the equipment for retirees, the key messages you need to provide your audience could include: We deeply regret the tragic loss of life and we are cooperating fully with the police and coroner to determine the cause of death.Our company has an excellent safety record and complies with all regulatory requirements for health and safety.We will provide the latest news to the media in a timely manner.

Step Nine: Decide how to communicate information.There are many ways to communicate about the crisis. For the company's employees, customers, potential customers and investors, you can brief them in person, or send the message to them by mail, newsletter or fax. For the media, provide press releases and explaining letters, or include them in one-on-one briefings or press conferences held by the company.Different choices have different effects.Therefore, there must be an expert in the company who is familiar with the pros and cons of each approach. Step 10: Get through the storm safely.No matter the nature of the crisis, no matter how good or bad the news is, no matter how carefully you prepare and respond, there will always be audiences who will not react the way you want.what can we do about it?It's simple:

Be objective about the responses of these audience members.is it your faultOr is it their wishful thinking? Judge whether communicating again can improve their impression of the company.Determine whether another communication will worsen their impression of the company.Determine whether it makes sense to communicate again. A lack of planning can double or triple the time and cost required to contain damage.Delays can also cause irreparable damage.In contrast, establishing a model and operating foundation for future crisis situations requires only planning once and updating it slightly.In other words, a crisis communication plan is a relatively low-cost way to avoid higher costs and headaches in the future. Leadership as a Crisis Spokesperson is the voice of the organization in a state of crisis and is a dedicated role within the crisis management team.Poorly trained or incompetent spokespeople can only exacerbate a crisis.Compared with general news spokespersons, crisis spokespersons have their own uniqueness. First of all, the release of crisis news is carried out under the conditions of limited time and limited information. In addition to relying on the strength of the team as much as possible, the crisis news spokesperson's own analysis ability, judgment ability, and adaptability are more important.In this sense, the crisis communication spokesperson is not only a person in front of the stage, but also a director behind the scenes, and is the main role in the dramatic performance between the script and reality. Secondly, a crisis spokesperson must have good psychological quality and personality cultivation, especially be able to withstand tremendous pressure.In a crisis speech, it is possible for the speaker to be questioned, criticized, or even abused and attacked. It is really a difficult challenge to keep a calm and clear head under such circumstances and successfully fulfill the great trust of the organization.Therefore, mastering the dialectical relationship between lightness and heaviness, slowness and urgency, locality and overall situation, rationality and sensibility has become an essential quality for a crisis communication spokesperson. Thirdly, it is often not possible to have only one spokesperson for a crisis, especially in a major crisis, many people must be given the powers and responsibilities of the spokesperson.This is mainly because a person who undertakes too much work intensity and work pressure can easily lead to poor state, frequent mistakes, or even being dragged down.In addition to special backup candidates who can work in rotation, the commander of the crisis management team, heads of relevant departments, and experts in related fields can all share part of the information release work.The prerequisite for multiple people to perform their duties as spokespersons is to ensure the coherence and consistency of the release of crisis information, so as to maintain the coordination and unity of information caliber. Finally, the tasks undertaken by the crisis spokesperson are often not limited to the release of news information.In the collection, processing, and analysis of crisis information, and in the different stages of crisis warning, crisis management, and crisis recovery management, the spokesperson is always responsible for multiple tasks such as research, planning, communication, and release.Therefore, the crisis spokesperson is not only the gatekeeper of the "exit" of information, but also the watchman of the "entrance" of information, and the leader of the communication process of crisis information. Crisis communication is at the heart of crisis management.The role of crisis communication is to help the public understand the facts that affect their lives, feelings and values, so that they can better understand the crisis and make informed decisions.Crisis communication is not just telling people what you want them to do, but more importantly, telling them that you understand how they feel. 1. The principle of "two essentials" (1) Be honest Building trust is the most important foundation for crisis communication with the public.Trust comes from many aspects, the most important being honesty. (2) We must respect the feelings of the public The public's fear is real, the public's skepticism is justified, and the public's anger is visceral.This is a fact.We should never describe the public as too irrational, and never ignore and ignore the true feelings of the public.Otherwise, not only will it not calm them down, but it will also cause them to lose their trust in you.Crisis communication often fails for several reasons: criticizing people's instinctive responses to crises; not accepting the emotional basis of fear; focusing on facts rather than people's feelings. On April 7, 2002, a consumer in Hainan burned the notebook computer on Baishamen Beach in Haikou City because he was dissatisfied with the quality and service of a certain brand notebook computer manufacturer.This incident aroused great media attention, and many newspapers and TV stations in Hainan reported it in detail. Later, this incident became the top ten social news in Hainan in 2002. This matter spanned two years. Since 2000, consumers began to complain, looking for distributors, manufacturers, media, Hainan Consumers Association, China Quality Association, and a senior executive of the company also promised to communicate with this consumer face to face, becoming Friends, and willing to consider any reasonable request made by this consumer.However, consumers were kicked around like a football and could not get a satisfactory solution.This attitude of deceit and teasing finally aroused the anger of consumers who not only burned defective laptops, but also vowed that they and their relatives and friends would never buy this brand of computer.After the incident was reported by the media, it aroused strong repercussions among the public, and for a while the accusations against the brand came one after another, causing serious damage to the brand's image. 2. "Two don'ts" principle (1) Don’t overreact As a leader, after a crisis occurs, you must tell yourself: calm down, calm down, calm down again!Allow yourself to react appropriately after you have learned the facts.In the process of communicating with the public or the media, it is important to determine your "reactivity" and not overreact.Otherwise, things may be artificially made a big mess. On September 16, 2002, the article "Beware of the Degradation of Gengsheng Graphics Card" was published in the 485th issue of "China Computer Education News".In the afternoon of the same day, the sales manager of Gengsheng in charge of marketing in Beijing made a hasty phone call and questioned a department supervisor of the "China Computer Education News", and impulsively wrote an article about the problem of Gengsheng's 4500T graphics card. The clarification article came out and posted on PCPOP.com.As a result, "There is no silver three hundred taels here", which became an event that everyone in the circle knew.So far, the "false" news of Gainward graphics card has finally been thoroughly expanded, resulting in Gainward graphics card becoming the object of criticism by many media. Not long after the incident happened, Gengsheng released a product, saying that it was different from the previous problematic products.When this product came out, it was immediately paid close attention to by the media, and it was found that the data parameters did not match the actual meaning of the product function, so it completely lost the trust of consumers.A star falls. In fact, the original intention of "China Computer Education News" is to comment on Gainward graphics card from an objective standpoint, and does not want to expand the incident.However, the sales manager of Gengsheng was too excited. Whenever there was a sign of trouble, he would feel like he was facing a big enemy. He subconsciously fought all aspects of life-and-death struggle. As a result, he acted rashly before making a correct assessment of the situation, and ended up burying a small matter It made the city full of wind and rain, and I couldn't stop.It can be said that Gengsheng's regional manager's overreaction hurt Gengsheng. (2) Don’t Overcommit Due to the suddenness and unpredictability of the crisis, decision makers must communicate with the public and employees as soon as possible after obtaining expert opinions.But often a lot of information is limited and inaccurate, so as a decision maker, you have to face the consequences.You have to tell the public, tell the employees, that things are not going as smoothly as expected.If you don't speak up about this, you threaten the safety of those who think things are going well. You need to be open to the public, but at the same time you need to be discreet.Be careful what you say.Failure to do so will make you appear unprofessional and make your commitment less credible.It's not just a question of over-promising here, it's a question of respecting the intelligence and judgment of the public. In 1997, there was an outbreak of bird flu in Hong Kong.In order to appease the public, the person in charge of the Hong Kong Department of Health said: "I ate chicken last night, and I eat chicken every day." Her statement like this is absurd.Because no one can eat chicken every day.In fact, she should have said: "Even though it is possible for you to catch this disease from chicken. However, it is safe to eat cooked chicken." When the government decided to kill chickens, the Hong Kong government promised the public: "We can kill millions of chickens in the city within 24 hours."And this is obviously an impossible task.Rational communication should be like this "We will try our best to kill all chickens in Hong Kong as soon as possible. But we expect this to be a difficult job. It may be chaotic and unexpected things may occur. But we Will do my best." The procedures of the crisis recovery plan mainly include the following items: 1. Establish a crisis recovery team The main function of the recovery team is to be responsible for decision-making, monitoring and coordination of recovery management.Team members include organizational decision-makers, heads of departments, necessary technical personnel and public relations professionals.Compared with the previous crisis management team, the recovery team has undergone some changes in size and structure: some people have been adjusted out, and some people have been absorbed. The choice of "out" and "in" still needs to adhere to the three criteria of tasks, abilities and characteristics.The adjusted recovery team should be suitable for the "remedial-improvement" task framework, rather than the "emergency-control" task system of the previous management team. 2. Carry out crisis management effect evaluation Comprehensively investigate and review the success or failure of crisis management to provide decision-making basis for crisis recovery management. 3. Develop a recovery management plan On the basis of implementing crisis management effect evaluation, the organization should start to research and formulate recovery management plan, so as to guide the management behavior in the recovery stage.The recovery plan should specify the following items: (1) Objectives and tasks of recovery management (2) Basic principles of recovery management (3) Crisis recovery objects and their order of importance (4) Recovery and improvement strategy of communication mechanism (5) Restoration strategy for normal operation order (6) Compensation and comfort strategies for stakeholders (7) Image Restoration and Improvement Strategies (8) Internal communication and external dissemination strategies during recovery management (9) Budget for recovery management 4. Implement a recovery management plan Promote the implementation of the plan in accordance with the goals, principles and strategies stipulated in the plan.Like the implementation of the previous management plan, the implementation of the recovery plan must also fully consider various influencing factors: the responses of stakeholders, media, government, competitors, partners, communities, etc. to the plan. 5. Improvements in recovery In recovery management, the organization should do both repair and construction. On the one hand, heal the damage and scars caused by the crisis, and on the other hand, use the transformation and opportunities brought about by the crisis to optimize the organization's operating mechanism, image system, and value system. and improve. 6. Make a reasonable budget After a crisis breaks out, the organization should consider the budget for recovery management when formulating a comprehensive crisis management plan, so as to plan in advance the available space for recovery management in resource use.However, practice has proved that after the recovery stage is really entered, the budget for recovery management often needs to be adjusted according to the degree of damage of the crisis, the management effectiveness of the organization and the specific recovery tasks.If the damage of the crisis is lower than expected and the management effect is relatively significant, then the available budget for the recovery plan will be relatively sufficient; on the contrary, if the damage of the crisis exceeds expectations and the management effect is not particularly significant or it will take a long time to appear, then the recovery plan will be relatively sufficient. Managed budgets may also be limited.In many cases, recovery management will require the support of the financial sector to finance the implementation of the recovery plan - although this will increase the financial burden of the organization, it should not be abandoned or weakened by the recovery management plan. The image restoration management of an enterprise should focus on handling four pairs of relationships: 1. The relationship between old and new In order to change stakeholders’ negative impressions and evaluations of the organization during times of crisis, companies often need to launch some new image-building strategies, such as launching corporate image advertisements, launching new products and services, adjusting the corporate management team, and introducing high-level executives representing the new image People, announcement of new market expansion plans, etc. These all help to enhance the confidence of stakeholders in the company, but they also face risks: Are the new image elements compatible with the original image system before the crisis?In other words, will image expansion in restoration management conflict with the original image system?Undoubtedly, the existence of incompatibility and conflict will lead to the imbalance of stakeholders' cognition of corporate image.Therefore, it is necessary for an enterprise to carefully evaluate the value of the core elements of the original image system - they cannot be easily changed or abandoned, but must remain relatively stable; New vitality comes, but the acceptance of stakeholders needs a process. A basic principle is that the new and old elements must maintain the same core interests and propositions, and be roughly similar in expression.Sudden changes in corporate values ​​and interest demands, as well as changes in the expression symbols of the image system may lead to cognitive confusion among stakeholders. 2. The relationship between "I" and "you" Corporate image building is a process of interaction between internal efforts and external participation.In image recovery management, the organization's wishful thinking to adjust the image system often fails, and it is necessary to combine how "I" does it with "you" - how stakeholders respond.This combination has a double meaning: First of all, the image management willingness of the enterprise is combined with the expectations of the stakeholders on the image of the enterprise.On the one hand, on the basis of assessing the impact of the crisis and reviewing the gains and losses of crisis management, enterprises should clarify "Who am I?" "How can I do better?" and "How can I get a better evaluation?" On the other hand, enterprises To understand and grasp the psychological expectations of stakeholders, "How do you evaluate me now?" "How can I satisfy you?" and "What changes do you need me to make?" Second, corporate image management reshaping actions are combined with stakeholder participation in these actions.Whether it is holding a press conference, holding a symposium, designing an event for corporate leaders, or planning a charity event, it is necessary for an enterprise to attract and mobilize the participation of stakeholders in these image restoration activities, so that Reimage became an open management process. 3. The relationship between "I" and "he" The "he" here refers to a third-party authoritative institution (such as government authorities) or person (such as experts and scholars in a specific field) between the organization and stakeholders.Communication studies have shown that third-party recognition is an important mechanism to achieve communication effects.This mechanism also applies to crisis communication management and image restoration management. In a crisis, "I" say 10,000 sentences, which may not be worth a simple statement from a third-party authority.Stakeholders are always willing to listen to and accept "his" opinions and views, because "he" is a third party—at least seemingly irrelevant to crisis responsibilities and interests damage, so he is relatively honest and credible; also because "he" is an authority —Ability to make professional analysis and answer to problems.In the process of image restoration, if an enterprise can find a suitable third-party authority to speak for itself, it will often achieve twice the result with half the effort. 4. The relationship between "I" and everyone All enterprises are born for profit, and the ultimate goal of image building is to promote their own wealth growth through recognition of benefits.The corporate image recovery and improvement after the crisis is also aimed at returning to the normal track of profit maximization.This is understandable, the creation of enterprises is an important source of social wealth accumulation and development.The crux of the problem is how to balance the relationship between the enterprise's pursuit of its own interests and its commitment to social responsibility.After the crisis, companies always try their best to resume normal production, operation and management, which has positive and negative impacts on the restoration and improvement of the image.From the perspective of positive impact, restoring normal development order and recreating profits is an important way to enhance the confidence of stakeholders in the enterprise. A company that is unable to recover from a setback and cannot save itself obviously cannot obtain a good social evaluation; from the perspective of negative impact, if Enterprises only focus on the realization of their own interests while ignoring social responsibilities, which will aggravate the "stereotypes" of stakeholders-this enterprise has brought us a crisis, it is selfish and irresponsible.Therefore, it is necessary for enterprises to adopt constructive strategies in image restoration management and correctly handle the relationship between the interests of "I" and the public interests of "everyone". All businesses are vulnerable in the face of crisis.When it comes to crisis communications in your business, here's what not to do. 1. Adopt an ostrich policy You hope that no one knows about it, and always pander to those who advise you, do not take action, do not react in a timely manner. 2. Dealing with a crisis after it becomes public This is closely related to the first item above.Even if you decide not to take the ostrich policy, you can decide not to do anything and allow the crisis to expand.In reality, you still have other positive options until the crisis becomes public.For example, you can research and even test some important information planned in advance, and communicate timely and reliably. 3. Let your reputation speak for you "Don't everyone think we're important?" you'll complain.You think you're a giant in the mall, and I'm part of a public that's never done with any giant in the mall, and you're doomed. 4. Seeing the media as the enemy Tell the reporter in every way that you think he's been covering your business so badly that you don't want to talk to him anymore, or that you bad-mouth him in popular forums, send him nasty faxes, and then sit back and be alone appreciate.Result: He's furious and vents it on your corporate coverage; he laughs at what he sees and is convinced you're worthless. 5. Getting stuck in reactive mode and not taking a proactive stance Many have said that one negative article can suddenly dismember your business.After a negative article hits the paper, you issue a statement in response, and then another article comes out, and you have to issue another statement.Instantly, you have a public rebuttal, it's a lose-lose (as opposed to a win-win) situation, and you probably think you've done a pretty good job, as if you were a sinner trying to defend yourself. 6. Using language that the general public cannot understand You generally confuse the masses with jargon and outdated acronyms in a self-righteous way that only makes the crisis worse.For most of the public and the media that serve them, the jargon and acronyms only raise the question: What is this?Because they are not experts in a certain field. 7. Always think that others know the facts as well as you You know the truth of the matter, and at the same time, you think the public will eventually realize it too.You disregard what has long been proven: Self-righteousness takes its toll, sometimes worse. 8. Stick to written statements It is very easy to communicate only through written statements, because you don't have to worry about people reading or hearing the statement and think you are stupid, and there is very little chance of your words being misquoted.Of course, this kind of communication is impersonal. Some people will think that you are afraid and hide yourself from others. 9. Use a “best guess” approach to assessing the cost of a crisis "Oh my god, we're on the front page, we're ruined!" You may have just caused a big disaster... maybe you've only caused a small disaster.Helpful advice: You refuse to spend a fraction of your time or fee quietly polling the minds of your most important audiences and investigating whether their ideas match those of the media.As a result, things got worse. 10. Doing the same thing over and over again expecting different results When the last time you encountered negative press, you stopped answering calls from the media. As a result, attention from your audience and from inside and outside your business ensues, and it takes a while for that attention to wear off.So, the next time you have a crisis, are you going to do the same thing?You try to improve your communication because "the bullshit is on the rise again," but you're unable to improve your situation. SARS will eventually fall, but the spirit of the city will last forever! Luo Zhijun The sudden SARS is threatening the safety of human life, and our country, our city, and our people are facing a severe test. Recently, in accordance with the deployment and requirements of the Party Central Committee, the State Council, the Provincial Party Committee, and the Provincial Government, a people's war to mobilize the whole people to prevent and control SARS has started in Nanjing.With a high sense of responsibility and mission, the staff of party organizations at all levels in the city and key departments of medical and health care, commerce, tourism, transportation, education, construction, etc. have done a lot of work and built a large-scale construction in a short period of time. The iron wall against SARS.Nanjing's medical staff and party members and cadres at all levels are rushing to the front line. They leave convenience to others and difficulties to themselves; leave happiness to others and pain to themselves; Keep the danger to yourself.At present, although there has not been a single SARS patient in Nanjing, the epidemic situation in the surrounding areas of Nanjing is still emerging one after another. Our understanding of SARS is not deep enough, and the rainy season is coming soon... Various factors determine that Nanjing is currently at the critical point in the prevention and treatment of SARS This requires us to have sufficient ideological preparation and work preparation, and to be ready to deal with various new and more severe tests at all times. Nanjing is a city of heroes. Although it has suffered many catastrophes in history, natural disasters and man-made disasters have not destroyed Nanjing. On the contrary, it has created her urban civilization that has been passed down from generation to generation, and a city that shines through the ages and a city spirit of virtue and self-improvement.Whenever I pass by or look at the historical and cultural relics that symbolize the city spirit of Nanjing, I will be filled with emotion: the survival and development of the city must have the city spirit as a driving force; our city may suffer from various hardships, but the implication The spirit of the city has always stood proudly.Now, we are becoming more and more aware that the ongoing fight against SARS is testing not only the level of medical treatment of medical staff and the emergency support capabilities of urban public health, but also the mental outlook of our city. and cultural qualities.What we defend is not only our own safety, but also human dignity, urban spirit and urban civilization.There is no gunpowder in peaceful times, but the battlefield without gunpowder also tests our cities.I believe that the people of Nanjing will become more and more courageous and more courageous in battles. The more they are in crisis, the more they will be able to demonstrate the character of strong unity, perseverance, mutual assistance and mutual love.No matter how long this contest lasts, we firmly believe that the spirit of the city is our inexhaustible driving force to fight against SARS tenaciously. Disaster is a kind of tribulation, but also a kind of tempering.Facing the test of this major disaster, our city spirit will be further enhanced.The spirit of our city will be more cohesive and more inspiring.At the same time, the spirit of our city will be better and more civilized.The ravages of SARS exposed the problems that human beings have in terms of urban life style and personal life style.In the fight against SARS, we should also pay full attention to these issues.Fight against SARS with one heart, and advocate civilized life. "May I ask where the Lord of Plague wants to go, and the paper boat burns with bright candles in the sky."In this fight against SARS, we are not alone, our strength is infinite.With the correct leadership of the Party Central Committee and the Provincial Party Committee, the solidarity of the people of the city, and the strong backing of the city spirit, we will be able to tide over the difficulties and win the final victory against SARS.We will once again show the world with facts: Nanjing City and Nanjing people have the confidence and ability to overcome all difficulties and obstacles, and strive for their own happiness and development with perseverance and self-improvement! God help those who help themselves.Victory over SARS is not a myth. SARS will eventually fall, but the spirit of the city will last forever! (At the beginning of 2003, when SARS was raging in our country, Luo Zhijun, then secretary of the Nanjing Municipal Party Committee and now the deputy secretary of the Jiangsu Provincial Party Committee and governor of Jiangsu Province, published a letter to the citizens of Nanjing that was published in the local media. This speech aims to inspire people to fight against SARS. struggle.)