Crisis Management: When the Shine Comes Off the Apple

In my experience, clients who’ve already come under attack by activists and the media before tend to be more understanding of the situation than you might expect. They are usually much more open to counsel, and they also tend to be more accountable and transparent than they are portrayed.

On the other hand, I’ve also had the chance to work with some organizations that until a particular crisis situation, they had been considered media darlings. Some have been popular brands, or as emerging growth companies, they had never experienced a downturn in their business to that point. Others have been organizations that have operated in a fashionable industry or sector.

That was until the shine came off the apple, so to speak, with a first major crisis of negative publicity that stunned them.

One of the more common misunderstandings when it comes to crisis communications is the issue of whether or not the organization at the center of the story actually did anything wrong.

In those instances where the company is at fault, like a product recall or a problematic decision, the course of action is relatively simple. While it still may be complicated and difficult, the way through to the other side is fairly obvious. You own up to it and communicate corrective or preventative actions. And you commit to full transparency.

What If You are Not to Blame?

What most people don’t realize, however, is the vast majority of true crisis situations are scenarios where the organization is not at fault, where it’s being falsely or errantly portrayed as being the problem. Usually, a destructive narrative has taken hold, and there’s just enough truth in it to make it very difficult for the organization to prove its innocence in the court of public opinion.

Companies and organizations who have been through this sort of thing before tend to know what to expect, and how to respond, and perhaps even more importantly how not to respond.

But if the organization at the center of a negative publicity flap has never been through this before, they can be surprised to find out their relationship with the media is not quite what they thought. This leads to soul-searching revelations for some managers that they may have been over-confident in their own charismatic qualities, or over-trusting of the media, or had a dangerous sense of invincibility.

I remember one company that was faced with a situation where a Hollywood celebrity and a group of activists were protesting one of the company’s facilities. The group attracted a swarm of media, which led to national coverage. While the company was used to receiving national media attention, what it wasn’t used to was negative national media attention.

The thing that sparked the protests was not very complicated. Management had to make some difficult cost-cutting decisions to keep its operations going. If it didn’t do so, the company’s future was at stake.

I would end up meeting with the CEO of the company to determine what we could do to help.

We had a frank conversation, and in the end, it became clear there were no easy choices. I knew that I couldn’t tell the CEO what he wanted to hear. I had to tell him to essentially take ownership of the decisions that were made, and to explain why and how those decisions were in the best interest of the employees, customers and the very future of the company.

What he wanted to hear was that there were some simple words he could say that would make everything go back to where they were before the crisis, and that the media would return to treating him and the company like rock stars.

I tried to explain that being honest, candid and frank was his best hope for doing that, but he was too preoccupied with his dilemma. There were other consultants in the room as well, each advocating a complementary strategy for HR and legal. The whole time, the CEO just looked distracted and gobsmacked.

At times like this, it’s very important to give someone in this CEO’s position a chance to process. What we couldn’t give him was more time to decide. As we spoke, a protest in another city was launched in front of one of his facilities, and the media were on hand.

After we talked about his options, with a puzzled look he just blurted out, “I thought they liked us.”

At that point, it became clear to everyone in the room that leadership was so stunned by the manner in which the media seemed to have turned on them so quickly that they couldn’t make any firm decisions on this day.

We wished the company’s managers the best and went on our way. To my knowledge, the company never did engage outside crisis communications support.

Having the Right Perspective is Readiness

Here are some things this CEO should have known before this crisis happened:

  • The more visible you become, it is more likely that at some point, your organization will face a negative publicity crisis.
  • The positive coverage you receive today, and the negative coverage you may receive someday have nothing to do with whether the media likes you or doesn’t like you.
  • No matter how positive the coverage, it is a mistake to assume that the driving force is the power of your personality or the uniqueness of your culture. If the coverage is positive, it’s because there is something about your story that supports a narrative the media wants to tell today but for whatever reasons may not want to tell tomorrow.

In short, when your organization is considered a media darling, that is the time to understand you are vulnerable to an effort by someone at some point to take it upon themselves to try to take the shine off of your reputational apple. Just understanding this will go a long way towards helping to ready you for a crisis of negative publicity.

What do you think?  Let us know on Twitter at @OBrienPR

When is it Time to Bring in a Solo PR Consultant?

This is a question I see every day. An organization has the staff it needs for its day-to-day business, but not everything goes as planned. Some projects take more time and resources than expected. New demands pop up.

The C-Suite just changed your priorities. And here you are, having to do everything you planned to do, and a little bit more.

It’s times like these that organizations entertain the notion of bringing in an agency to provide support. Sometimes it makes sense. Agencies can throw a lot of bodies at a challenge in a short period of time. But they can blow budgets out of the water in the process, and it can take time to get everyone up to speed and stay on the same page.

There are times you just don’t need or want all of that. What you need is someone who can get up to speed quickly and help out as needed. Hopefully, someone who’s been there.

Media relations, writing, social media are three common areas where organizations turn to solos, but in all reality, whatever the need may be, there’s a chance a seasoned solo practitioner is available to help.

Of course, short-staffing is only one reason solos like me get phone calls. Another factor is having the right experience or expertise in a given specialty, like speech writing, media training, or crisis and issues management.

Whatever the case, if you have a need, and for whatever reasons you can’t adequately address it with the staff on hand, may not have to go the route of RFPs and agency searches. All you may need is a one-person agency in the form of a solo consultancy.

If this sounds like you, just let me know. If I can’t help, there’s a very good chance I know someone who’s right for you.

When You’re Tapped to be the Company Spokesperson

Let’s say your background and training is that of an engineer, or a sale exec, or a lawyer, or maybe an accountant, but here you are, your company has selected you to be spokesperson on a particular issue. Perhaps that issue is a pressing one and this situation has already reached high levels of intensity going in.

What do you do?

Hopefully, it’s safe to assume that you have the support of the organization from the top and into the communications function. You should expect to receive some level of guidance and coaching from your communications people.

But what, specifically, should you expect from your team and from yourself?

Messaging

The first thing you need to know is what is the company’s messaging on this particular issue. Do you have a set of key message points that were developed by your public relations people on the issue? Were you part of the process to develop and fine tune those messages? And, do you have the proper support information to back up those messages?

Questions and Answers

Along with a key messaging document, you should also have a list of possible questions you may receive on the issue, along with recommended responses that are consistent with the key messages that have been developed.

Coaching and Simulation

If there is time, you should expect to receive coaching and an opportunity to simulate media interviews and other scenarios where you may be required to deliver the company’s story on the issue.

Resources

As with any big matter, no one can reasonably assume that you or any one person would have all of the answers to every question. But going in, you should know who within the organization may have some of those answers.  And you should know what external resources can be accessed to help further tell the full story on the issue at hand.

These are the basics, and they apply in both crisis and non-crisis scenarios. What are your stories about the time you were tapped to be spokesperson. Let us know at @OBrienPR on Twitter.

What Keeps Americans Up at Night? Pew Survey Gives Some Insights

 

In a survey the Pew Research Center conducted in January, Americans said they are most concerned about “the economy, health care costs, education and preventing terrorism.”

Pew said this is not a major change from a year ago, but there are some slight shifts.

Seventy percent of those surveyed said that improving the economy is still a high priority but not as dominant as it was in previous years. A likely explanation for this is that since the economy has gained strength over the past two years, economic issues are less of a concern, and other concerns have risen higher.

When the recession was still fresh in peoples’ minds in 2011, 87 percent of survey participants then said the economy was the highest priority. Based on this trend, should the economy continue to improve, it would appear to us that concern over the economy will likely lessen.

Case in point, 50 percent of those surveyed by Pew said concern over the employment situation is a high priority. This as unemployment rates have fallen significantly. Back in 2011 when unemployment levels were much higher, so were employment concerns. Pew said it found that in 2011 87 percent considered employment a high priority.

Sixty-seven percent of those surveyed told Pew that defending the U.S. from possible terrorist attacks remains a high priority.

Other priorities cited by Pew:

  • Reducing health care costs (69 percent said it’s a high priority);
  • Improving the educational system (68 percent said it should be a high priority);
  • And Pew said that “about two-thirds also say that taking steps to make the Social Security (67 percent) and Medicare (67 percent) systems financially sound are top priorities for the country.”

Pew said it conducted the survey from January 9 to 14, 2019, and received responses from 1,505 adults.

Public Relations Implications

While the Pew survey captures the national mood in a broad sense, its findings can also help companies and other organizations better understand what’s on the minds of their employees, customers and other important stakeholders.

When talking to employees this year, for example, while employers may have good news with regard to performance and employment opportunities, it will be equally important to communicate with employees on what is being done to better manage and control health insurance costs.

That’s just one example. What are your thoughts? Tweet to us at @OBrienPR.

Even If Your Organization is Not On Social Media, It Could Face a Social Media Crisis

Let’s say your organization doesn’t have a Facebook page or a Twitter presence. You may assume you probably can’t get into trouble on social media.  Such an assumption would be a mistake.  Here is a quick rundown on five ways in which social media could erupt to bite you if you are not prepared:

An employee goes rogue on their own social media account. 

There is a good chance many if not most of your employees are active to some extent on social media. While your organization may have taken great care to take a conservative stance on social media, every staffer may have their own ideas on what is and what is not acceptable online.  A post that attacks the organization, or one that includes names of fellow employees, managers, customers or others that you do business with could escalate in minutes, depending on the situation.

What to do: Make sure you have a solid social media policy in place and communicate it broadly and frequently to staff. While this may prevent some potential crises, there is no guarantee it will prevent all. But in all cases, having a policy in place provides a platform and a starting point for what you can and need to say during those times when the organization has to jump into action to address social media flare-ups among staff members. The policy will likely contain language that can be tapped for internal and external communications, reinforcing the organization’s rationale for corrective actions taken.

A customer slams you on social media and it spreads.

While B2B organizations don’t face this scenario often, it can happen. On the other hand, consumer goods and services companies have found that it’s very common for customers to turn to Twitter with a customer complaint even before contacting the company. How many times have you seen or heard about someone tweeting a complaint to an airline, for example, while standing in line at an airport, prompting the company to have to respond in minutes, if possible?

What to do: If you have a customer service department, make sure systems are in place to coordinate real-time communications with your social media management function. Regardless, your social media managers need to have protocols in place for contacting and coordinating with all of the key people in the organization to respond to small events that may not constitute crises at the moment, but if left unaddressed could escalate into crises.

A negative Glassdoor.com or a Yelp review could gain traction. 

Years ago, to learn how you are perceived among employees, potential employees and customers, you may have had to conduct focus groups and surveys. To be sure, those tools remain as solid as ever in gaining the most accurate assessment of attitudes. But certain sites have emerged allowing your employees, customers and others to submit reviews about your organization. Glassdoor.com lets employees and former employees rate your work environment. Yelp is widely revered among restaurants, retailers and other companies for its influence in painting an either positive or negative picture of your organization in the marketplace.

What to do: One or two negative reviews are nothing to worry about. In fact, I recently read a scientific study that indicated that the majority of people who submit reviews are predisposed to emphasize the negative in their reviews. The same research indicated that people who are satisfied with a product or service are less likely to submit reviews in the first place. This means that the reviews your organization receives may not be an accurate representation of the marketplace at large. At the same time, should one review start to gain traction by spurring additional reviews or social media activity, it’s best not to take it lightly. Depending on the situation, you may need to respond publicly, online, on the forum where the review was posted, and then work one-on-one to address any issues. Should a concerning pattern emerge, it may be time to convene your crisis or issues management team for a more thorough response.

Ubiquitous cameras.

Everyone who has a smart phone has a camera on them, which means if you have 200 employees there’s a good chance you have roughly 200 cameras beyond your control throughout the organization. Add to this the number of customers and others from outside your organization that potentially could post photos having to do with your organization, and the potential for problems is omnipresent.

What to do: Have a policy in place for the use of cameras by employees and in those facilities and locations under your organization’s control.  Like the social media policy, having this policy in place is important to the kind of messaging you would create should a mobile camera be at the center of some future crisis or issues management situation. Chances are, each crisis situation where smart phone video or photographs are at the center of the matter will be unique, so it’s best to prepare to mobilize your crisis communications team when these things do occur.

Your Facebook ad could generate negative comments. 

I helped a client with this situation not too long ago. The company had no Facebook presence, but it did sponsor a Facebook advertising program for recruiting purposes. When each ad was posted according to the criteria that was pre-set, the comments function was enabled so that anyone who saw the ad could post a comment. This caused one person self-described as a “former customer” to complain, and a few others who saw the comments to ask the disgruntled poster to elaborate.  At first, the company could not verify that the person complaining was a customer, let alone whether the claims made by this individual were true or not.

What to do: In this case, the organization was not a consumer-facing company, so they were able to do some internal investigating to identify and reach out to the person who complained on Facebook. They addressed that person’s concerns proactively and achieved a positive outcome. Worth noting, it is possible to disable comments on certain social media ad programs, so if the success of your ad program does not require comments, and you want to avoid this type of problem for your organization, disabling comments for your ad may be an option.

Do you have a story about social media flare-ups? Let us know on Twitter (@OBrienPR) or better yet, send me an email.  I’d love to hear it. 

The Most Potent Word in Journalism

It’s one of the most potent words a headline writer or a reporter can use, and if it’s used to describe you or your organization, it’s clear what the writer thinks, but more importantly what that writer wants the reader to think. You’re guilty.

The word is, “Denies.”  As in, “The company denies wrongdoing.”

Let’s put this proposition to the test. Let’s say a headline writer wants to make you look bad for not walking on Mars. Yeah, the planet that no one from earth has ever visited. All he has to do it feature the headline, “Sarah Doe Denies Walking on Mars.”

The word itself suggests that the accusation is truth and that you are denying the truth. If you are described as denying anything, this frames you as defensive, guarded, trying to hide something, and therefore, guilty in the court of public opinion.

When you are described as a denier of something, it’s designed to put you in a bad light.

On the other hand, if a headline writer or reporter does not want you to look so bad, they may substitute the word “denies” with the words, “accused of.” As in, “Sarah Doe Accused of Walking on Mars.”

That would give you just enough wiggle room not to come across so negatively. In this case, the seeds of doubt are planted in the credibility of the accuser and not in the culpability of the accused.

These words suggest that the accuser could be making it up, using false allegations on which to frame you or your organization, and possibly that you should be given the benefit of the doubt.

So, what do you do when a headline writer frames you as denying something?

The first rule of thumb would be, don’t make it any worse, and this can happen very easily. Once you or your organization has been described as denying an accusation, you can’t do anything preventative. The accusation and characterization are already in the public domain, and they are already working to shape perceptions.

What you can do, however, is avoid playing into the hands of your accusers by engaging according to the ground rules they have already set by creating a narrative designed to work against you.

If you “double down” or try to explain away or dismiss something that you cannot prove, you can reinforce the negative narrative that is already unfolding, whether that narrative is fair or not.

This happens in the court of law all of the time. How can a defendant prove that he did not do something if he did not do it? For this reason, the justice system itself places the burden of proof on the accuser, not the accused.

In the court of public opinion, the rules are completely the opposite. This “court” usually places the burden of proof on the accused.

What you have to know going in is that you are not obligated to accept the premise of the accusations. The decision not to accept that premise and not to engage as your critics expect may be your first and most effective course of action. You don’t have to accept their premise or their “facts” associated with the accusations.

Once you know your messaging, craft them and deliver them according to your perceptions of the situation and not those of your critics.

Take the high road.

The worst thing you can do is try to split hairs on which accusations have merit or have some element of truth, and which ones do not. Once you do that, you have committed to the narrative your critics have already created, and you very well could be endorsing it. And by then, you are likely so far down the rabbit hole of that narrative that it will be very difficult to change course, and even more difficult to change perceptions.

It’s better to create your own narrative. If that narrative finds certain common ground with other points of view, so be it. But it’s very important to make it clear that your narrative is the right one and it’s yours, not the baseless one created by your critics.

One other thing, if you find that you or your organization are accused in this way, don’t be in such hurry to respond that you risk creating more problems. There is a big difference between a timely response and a hasty one. A thoughtful, careful response is much more effective than a kneejerk one.

The Best PR Podcast You May Not Have Heard Yet

Sometimes in the PR business, we just have to admit guilt in a little bit of shameless self-promotion. This is one of those times.

As we wrap up 2018, we’ve made tremendous progress on a number of fronts, the most notable being the launch of the Shaping Opinion podcast back in the first quarter.

We intentionally did not narrow its focus on the business of public relations or as a how-to podcast. For that reason, you can Google the term “PR podcast” or search for PR podcasts on iTunes and you may not find it.

The reality is we thought carefully about the mission of the Shaping Opinion podcast. The focus is on the story, usually a story with appeal to people well beyond the PR industry. Here are some excerpts from actual iTunes reviews of the podcast:

  • “Every episode is a wonderful window into things I’d never even realized I was curious about.”
  • “When it comes to podcasts I’m a bit picky. With (literally) hundreds of thousands to choose from if I subscribe to a show rest assured it’s a cut above the rest. Tim has managed to take seemingly random topics from history, politics, popular culture, science and health and weave them together through engaging guest interviews who are experts in their field. Tim’s questions betray extensive preparation for each interview and the listener walks away with an in-depth understanding of the topic.”
  • “Listened to the one about the opioid epidemic.  Great job interviewing others, and basically very well researched and I actually learned quite a bit. My fav part though is how all of the podcasts are WILDLY different.”

While the Shaping Opinion podcast will always have a communications dimension, it will also likely have historical and cultural dimensions as well. The topics are big topics. The issues are usually big issues. Yet the stories likely will be ones you may not have heard before.  And you will hear those stories from people who’ve dedicated no small portion of their lives to the subject at hand.

Listeners aren’t bombarded with checklists or listicles. No homework. The podcast does not get bogged down in PR tactics and PR industry jargon. In the end, the goal is for you to come away with a deeper understanding of something interesting that you may not have thought of before.

The Shaping Opinion podcast has a lot in store for 2019, and its audience is growing inside and outside of the public relations field. If you haven’t checked it out yet, you can find it on iTunes, Spotify, Google Play, Stitcher, iHeart Radio, TuneIn or wherever you listen to your podcasts.

Case Study: Updating an Assisted Living Facility’s Crisis Plan

What do you do if a resident of an assisted living facility “elopes” and no one can find him? Or when caregivers are accused of possibly mistreating patients and residents?

These are just two of the hypothetical scenarios we had to address recently when we helped an assisted living facility update its crisis communications plan and conduct media coaching for senior leadership.

We’ve found that the crisis planning process rarely changes, but the potential types of crises, challenges and unique characteristics of the operating climate change every time. We’ve found that even with organizations that have crisis plans in place, and senior managers who’ve been media-trained, it’s important to maintain constant vigilance against new communications challenges.

That’s what was on the mind of the senior leadership at an assisted living facility when they worked with us to develop an updated crisis communications plan.

The Approach

The approach we took was to conduct extensive interviews with key managers, staff members and other constituents to gain the best perspective on the types of possible crises that could happen, and to begin the process of analysis and prioritization on what challenges could be faced, what resources were available, and what resources may need to be added to effectively respond to the full range of crisis situations.

With that intelligence, and a treasure-trove of data from internal reporting, protocols and processes, and other background material, we were able to create an informational mosaic that enabled us to develop a crisis communications plan that was concise enough to be an actionable, useful resource in an actual crisis, while at the same time being extremely specific in the range of roles and responsibilities manager would assume during a crisis.

This particular crisis communications plan was developed to work in conjunction with other organizational and operational emergency response plans and policies.

The plan included the major levels of crisis categories, recommendations on monitoring and identification systems, an internal and external notification process, and the most efficient means for convening a crisis communications team in the minutes after, or even before a crisis situation unfolds.

Processes were created for mobilization and messaging, and then for implementation, scaled to meet the challenges of crises from mild to major.

After the crisis communications plan was complete, senior management, who were tapped with spokesperson duties, felt more comfortable and ready to engage in media coaching, which encompassed classroom-style training, along with role-playing and other interactive exercises.

This is a general overview of our approach. If you’d like to know more, or have a question of your own, we’d be glad to talk.  Please feel free to get in touch.

Beware of Some Social Media Crisis Experts

If you Google the term “social media crisis,” or even the term, “brand crisis,” you’ll probably find no shortage of advice columns or online videos on how to see your organization through a crisis. Typically, the authors or presenters are social media experts or marketing gurus.

What they usually are not are crisis communications veterans. In all too many cases, they may not have even handled a single crisis for a client. But that doesn’t stop them from offering free, speculative advice on how to handle your crisis situation.

Why?

A few reasons. First, the number of companies and organizations running into social media  and brand crises is increasing. The would-be experts see crisis management work as lucrative even if they don’t have experience. Second, they don’t know what they don’t know. And third, while some may have a good deal of experience in social media or marketing, in terms of defining characteristics, they tend to see a social media crisis as a social media situation, not a crisis situation. This is a very important distinction and can be a mistake. And fourth, they think they’ve read enough articles and books to compensate for their lack of genuine crisis management experience.

And all too many simply imagine what they would do if one of their clients were to get into a crisis, and based on that, they think they know what works and what doesn’t.

Here’s the problem. If you run into a crisis, whether it be a social media crisis, a brand crisis, a plant explosion, or a bankruptcy filing, the last person you want counseling you is someone with only an academic knowledge of crisis management. You want someone who’s been there.

The pitfall of hiring someone with little to no crisis experience is you’ll likely get cliché crisis management advice that may not apply to you, and could backfire on you. One of the most common assumptions non-crisis veterans make is that good faith wins the day. Just take responsibility, own the crisis, accept the premise of your critics and apologize, and everything will be fine, they say.

Don’t buy it.

A crisis communications veteran will likely have numerous examples where simply taking responsibility, apologizing, showing good faith, accepting the premise of your critics, and seeking engagement, backfired in any number of ways. Not because each in itself isn’t the right thing, but the one thing they are all lacking is a specific strategy that takes into account the particulars of each situation.

What if your critics are basing their attacks on a duplicitous agenda of their own fabrication? What if certain groups have decided to fake a narrative about your brand or organization that is so untrue, that to “take responsibility,” “acknowledge” and apologize only help them achieve their goals, which could be to smear and undermine your organization and anyone associated with it?

In other words, what far too many non-crisis communicators don’t fully appreciate is that entirely separate strategies may be required to counter unfair attacks, and that strategies of appeasement are ineffective.  And this is just one scenario.

The bottom line is this. If you are facing a crisis or a possible crisis, do your best to find a crisis communications veteran who’s done more than written an article, given a speech, or even written a book on the topic. Find someone who’s actually been in the trenches on crisis management.

An experienced crisis communicator will likely give you counsel that’s not cookie-cutter, not cliché, but in your best interest. More than likely, it will be effective, and that’s what counts.

New ‘Shaping Opinion’ Podcast Focuses on People, Events and Things that have Shaped the Way We Think

Click Here to Go to Podcast

Pittsburgh, PA, April 16, 2018 — O’Brien Communications has launched a new episodic podcast called Shaping Opinion.  The podcast features conversations between host Tim O’Brien and guests, where together they tell the stories of people, events and things that have shaped the way we think.

The first five episodes have already been posted to podcast feeds, in addition to the ShapingOpinion.com web site.  In the first episodes, Shaping Opinion shares the stories of a business meeting with Mister Rogers; the time Beech-Nut Packing hired PR pioneer Edward Bernays who in turn created America’s iconic bacon and eggs breakfast; some things you may not have heard about the time Prince decided to change his name to a symbol; the PR magic behind the Goodyear Blimp; and how the deaths of seven people after taking Tylenol in 1982 ushered in a new era for how companies and organizations respond to crises.

Subjects may range from sometimes the well-known, to forgotten, little-known, or under-appreciated stories, but always, they represent change. A turning point that marked a significant shaping of the way we think.

Shaping Opinion’s initial guests are: Mary Barber, Robin Teets, Elizabeth Flynn and Dan Keeney.

This is Episode 7 – About Shaping Opinion

Get Shaping Opinion

O’Brien Communications’ Shaping Opinion podcast is available on iTunes, Stitcher, Google Play, Amazon Echo Dot, Radio Public, iHeart Radio, TuneIn  and where you find your favorite podcasts. You can follow Shaping Opinion on Twitter @ShapingOpinion, on Facebook and on LinkedIn, and you can get Shaping Opinion in your inbox. Show note pages at ShapingOpinion.com include bonus content, links and detailed information on each episode.

About O’Brien Communications

In 2017, Expertise.com recognized O’Brien Communications as one of the top 14 PR firms in Pittsburgh. Founded by Tim O’Brien in 2001, Pittsburgh-based O’Brien Communications builds its client service with a focus on: Corporate Communications & Strategic Planning; Marketing Communications; Public Relations & Media Relations; Content Development & Professional Writing; and Crisis & Issues Management. Clients have ranged from Fortune 500 corporations to nonprofits and emerging start-ups.  Learn more: @OBrienPR, www.OBrienCommunications.com