Author Archive
No News Can Indeed Be Good News
Posted by: | CommentsIt’s not always the right strategy to seek media attention for your client — especially when it involves one side of a complicated and litigio
us situation. But what if the client wants to react to recent (albeit one-sided) coverage?
Perhaps the best counsel is to view the situation from a reporter’s standpoint, who would be receiving yet a new angle to a story s/he thinks has already been covered. With a little digging how many more sides to the story will now be uncovered? What’s the potential cost to the client in letting the media determine how to use the new angle? Is the risk worth it?
Think of ways other than media coverage to get your client’s story told, including communicating directly with the audience with concise, accurate and relevant information that may or may not touch on the situation at hand — a decision that needs to be weighed carefully and without the repercussions of “he said, she said.”
Media Training Tip # 1: Be Prepared!
Posted by: | CommentsThere is no need to be familiar with the subject matter of this interview to know that the reporter was well prepared, asked straightforward questions and conducted himself professionally while his interview source was ill prepared at best, visibly uncomfortable and abruptly left the room!
Crisis Communications Tip #3: Make Media Training a Priority
Posted by: | CommentsWe inc
lude “Next Steps” in our crisis communications plans and “media training for designated spokespeople” is nearly always at the top of this list.
Why? Because we’re firm believers in the crisis communications mantra of “tell it all, tell it fast and tell the truth.” This appears to be simple, sound and matter-of-fact when talked about in the calm of a conference room, but yet another matter requiring resolve, courage and leadership should a crisis situation occur.
In our experience, the designated spokespeople who already have a fundamental knowledge of how to communicate their messages to the media are better equipped to immediately focus themselves and their organization on telling it all, telling it fast and telling the truth, rather than to first take a crash course in media training.
Crisis Communications Tip #2: 10 Golden Rules of Crisis Communications
Posted by: | CommentsThis is one of the best presentations of the top 10 items on what should be on your crisis communications ‘to do list’ that we’ve seen in a long time: clear, concise, smart and correct.
Memo to Sheila Dixon: Say What???
Posted by: | Comments
Hey! Wait a minute, Ms. Dixon. It seems like yesterday you said you had nothing to apologize for when you resigned as Mayor of Baltimore. In fact, in a conversation I had with a former staff member only a few months ago, he emphatically said: “Sheila will never apologize.”
So here we are 11 months later and a Page One interview with you appears in the Dec. 10th edition of The Daily Record where you APOLOGIZE. To what purpose?
The time to have apologized, when it mattered most to the people you were elected to serve, was on January 6, 2010. But you didn’t. Instead, you concluded your brief remarks back then with: “What I owe the citizens is to move on and bring closure to this so we can continue to stay focused on the city.”
We can only hope that the recent crisis communications misstep had a shelf life of one news cycle and that’s that. Too little. Too late. And the citizens of Baltimore are doing as you advised: staying focused on the city.
Chapter closed.
Crisis Communications Tip #6: It’s Complicated
Posted by: | Comments
An organization’s crisis communications situation is never a single event dealt with by a single activity. Instead, it’s a multifaceted and often complicated set of circumstances requiring a steadfast, consistent and determined execution of activities. But what about the marketing impact of a crisis?
We’ve been reminded of this the past few months while dealing with a client’s crisis communications problems and are just now finalizing a strategy for handling the marketing implications while keeping one eye still focused on the crisis.
The most valuable crisis communications plans are those that help an organization effectively manage the crisis at hand while simultaneously staying connected to its marketplace with relevant brand messaging.
Crisis Communications Tip #16: Doing the Right Thing is Not a Guarantee
Posted by: | Comments
Despite keeping everyone up to date and informed about an unpleasant situation, a client alerted us that someone had contacted the media and a story immediately appeared.
This underscores the point that, like so many things in life, there are no guarantees. Organizations who routinely do the right things to keep everyone in the loop about the good as well as the bad news, need to also factor in the fact that someone will likely take it upon themselves to share the information with others, whether it’s a reporter, Facebook friends or Twitter followers.
Please keep “no guarantees” in mind as you conduct the annual review of your crisis communications plan.
Nicholas Kristof Speaks of What Being a Journalist Has Taught Him
Posted by: | CommentsThis morning I happened to listen to a moving interview on the local public broadcasting radio station with Nicholas Kristof, a columnist with The New York Times, who offered his unique view of “journalism as a humanitarian art.”
It is a powerful reminder that there are still journalists who believe their mission is to ask “Why?” and to continue to do so until they get the answers and who are equally committed to bringing us information on important issues and topics we would not have otherwise known existed.
Crisis Communications Tip #3: Define & Defend Your Boundaries
Posted by: | CommentsA local hospital 
is at the beginning of what promises to be a lengthy and costly resolution of a situation involving a prominent physician, many, many of his patients and now, legions of attorneys.
In fairness to the hospital, it is a complicated situation not easily explained and therefore not easily understood by most of us. Additionally, there are many points of view that will be played out in the media for the foreseeable future.
However, based on media coverage thus far, the hospital does not appear to be assertively defining the situation to one physician in one department utilizing one procedure.
If we were asked our opinion on what their crisis communications strategy should be, we would implore them to quickly and decisively place the situation in context of the hospital’s overall reputation. It should then implement an ongoing, focused communications program that defines and defends the institution’s expertise and reputation beyond the boundaries of the current situation, albeit a serious and far-reaching one.
