What does the future of social media, the PESO model and diversity look like for PR professionals? In this blog, Media Specialist Bethany Moore tackles those questions and shares her key takeaways from the 2019 PRSA Southwest District Conference.
Viewing entries tagged
Lately several big brands have been caught behaving badly, and their reputations have suffered. Communication in a crisis can either make or break your brand moving forward. Crisis communications expert Blake Lewis shares tips for repairing relationships and minimizing brand impact.
2018 is here, and we’re optimistic about what this year has in store for public relations and marketing. Here are the top five trends on our radar.
By Shelby Tidwell The evolution of global news media has affected news outlets everywhere, including the Associated Press (AP) – the largest and most respected news organization in the world – which has altered its corporate communications department to contend with ever-changing media standards.
Ellen Hale, former senior vice president and director of corporate communications at AP, recently spoke to PRSA Dallas and Press Club of Dallas members about her time at AP and offered “The 10 Commandments of Corporate Communications.”
Corporate communications should be the canary in the coal mine. You should be the first to indicate if a situation could be misinterpreted by the media.
If it looks like the issue has wings, get in there fast and disrupt it before it gains traction with the media or public.
Don’t count on anyone calling for comment or clarification; assume they will run with their own interpretation of the story or image.
Be proactively transparent.
If you’re wrong, fall on your sword – fall on it fast and completely.
Explain, explain, explain!
Know when to stop explaining. Get in, get out and don’t extend the issue any longer than you have to.
If you don’t have shareable content, you’re sunk.
Social media can be a curse, but it has proven to be a friendly beast – take advantage of it!
Cultivate relationships with those in the media who can help.
If there’s a trend in Ellen’s list, it’s that honesty and transparency are not optional. The bigger and more powerful your organization is, the more likely you are to be under scrutiny. Don’t give your critics the chance to misinterpret your message – but if they do, be the one to correct it.
Chipotle has gotten itself into pretty hot water lately, and it looks like the quick-service restaurant’s woes may be just beginning. Stock price has fallen by a third. Earnings per share estimates have been revised down, again. Federal investigators are knocking on the door. Loyal customers are sounding off. Surely company leaders are feeling sick. In classic public relations, this is a textbook emerging crisis.
An emerging crisis sounds less threatening than a “flash and bang” event. But experienced, strategic public relations practitioners will warn otherwise. Emerging crises can take a serious toll on a business.
It starts with an incident. Typically, that incident resulted from something that could either have been prevented or could be fixed with a policy change or shift in operations practice. Leaders may see it as an isolated case. No big deal.
We counsel clients to beware of the emerging crisis. Here are tips for mitigating an emerging public relations crisis at the onset:
- Take it seriously. Even an isolated incident is worthy of proper attention. It may never grow into a full-blown crisis, but the possibility certainly exists and can have damaging effects on your business.
- Hire experienced communications counsel. If you are sued, you turn to a lawyer. A company has a team of CPAs to handle its taxes. When a crisis occurs – or better yet, to mitigate or prevent such an event – a professional crisis communicator can lead the company through best practices to preserve the business and protect its reputation.
- Determine the root of the issue. Find out the cause and work quickly to resolve the problem for your customers, employees and stakeholders.
- Evaluate the scale and scope of the problem. In a multi-location business, like Chipotle, it is probable that a similar event has occurred or could occur in the future. Communicate with the broader team to pinpoint how far the crisis could potentially reach.
- Establish a forward-looking plan of action. Don’t apply a Band-Aid when a suture is needed. It’s important to set a long-term plan for holistically addressing the issue. Think about implications to each store, the corporate team, company stock and corporate reputation.
- Maintain open communication. Throughout the process, share the company’s proactive approach to solving the problem. Show compassion and concern, and demonstrate your genuine desire to make it right. Authentic and open communication gives customers, employees and shareholders confidence that the issue will be resolved.
Hindsight is a luxury, not a guarantee. As a company leader, beware of the emerging crisis – and take actions to protect your brand and your position.
Photo by Michael Saechang, via Flickr
As you may have seen on our social media pages, LPR has participated in two significant crisis response drills in the past two weeks. Since we specialize in communications for the oil and gas and transportation industries, these drills aren’t new to us. But, in our opinion, you can never be too prepared for a crisis. Crises aren’t exclusive to these higher risk industries. They come in all shapes and sizes, including data breaches, scandals, lawsuits and accidents that can affect any business. Here are a few things to keep in mind in preparing your business for a crisis.
Have a plan in place…and practice it at least twice a year.
Crisis response plans are meaningless if they aren’t practiced, updated and shared with team members on a regular basis. Is your crisis plan on your company shared drive? Does everyone know where it is? Is it saved to your local computer in case the network goes down?
Designate a spokesperson…and a few backups.
Don’t put all of your eggs in one basket when it comes to preparing and training a spokesperson. Make sure several of your key leaders are equipped to respond on a number of crisis scenarios and create a designated chain of command to eliminate uncertainty.
Know your key messages.
In a crisis event, every second counts. Develop key message points for potential crisis scenarios in advance, so you don’t have to waste precious time starting from scratch. Companies that communicate quickly and decisively under pressure appear much more in control of a situation than companies that stay silent in the hours immediately following an incident.
Don’t forget about logistics.
Do you have an emergency operations center or a place (other than your office) where you can organize your response team, speak to the media and plan your next move? Is it equipped with everything you need, including reliable Internet and backup connectivity? In one of the drill scenarios last week, we had to operate without cell phone service for about two hours. It wasn’t easy, but we came up with a few backup options that will be very helpful if we lose cell service during a real incident.
While it can be difficult to take time away from usual operations, planning for a crisis can save a business’ valuable time and money, as well as its reputation. Be prepared!