February 2009

Telling Your Own Bad News

When it comes to working with the media in a crisis, industry experts agree that you’d much rather be the source of bad news than the victim of it. And knowing what to say, when to say it and who should say it are all critical in a crisis situation. After all, you’re dealing with the court of public opinion, not the court of law – you only have one chance to get it right.

Here’s a list of top 5 tips for media relations during a time of crisis.

Be prepared. This may seem like a no-brainer, but it’s surprising how many businesses do not have a crisis plan in place. Organizing a core group early and maintaining contact when things are good makes it easier to get in touch and be on the same page when a crisis surfaces. This can also prevent the dreaded and unwise initial response of “no comment.”

Consult legal counsel. A lawyer is just as important in the court of public opinion as in the court of law. Working with an attorney ensures you know what you can and cannot say, which prevents you from making any little errors in wording that can come back to haunt you. Your legal counsel should be a part of your core crisis communication team to help you develop statements and advise you on next steps.

Choose the right spokesperson. The media will eat up any statement they can get from you immediately following a crisis, making your spokesperson even more important. The most credible authority in your company should be front and center, someone who is knowledgeable about the situation and comfortable enough with the media to deliver the message.

Communicate early and often. It’s essential to manage the release of information and remain in control during a crisis. Take advantage of every communication tool available to you immediately to ensure proper delivery of your message: press release on the wire, video news release, company webpage, voicemail message, e-mail news alert, etc. Social media, such as YouTube, Twitter, or Facebook, is becoming a more popular method of relaying information quickly and efficiently.

Manage internal communications. Discuss with your employees how to handle any incoming media inquiries as soon as the crisis develops. Their understanding of where to direct any inquiries is critical in ensuring consistent messages and streamlined communications.
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Building Up Your Goodwill Bank

During a crisis, more than at any other time, you need people to listen to what your company is saying and believe you will make good on your promises. Good business practices and solid relationships should be a part of your company’s culture from the start, not just called on in a crisis. Building up the goodwill bank continuously over time can make it possible to weather even the most challenging crisis storm. As the old adage goes, a reputation is hard to win but easy to lose.

Here are some ways to make deposits into your goodwill bank:

Be a good corporate citizen. Discover the many different ways to be involved in your company’s community. Partner with a local charity or civic organization. Encourage your employees to devote time to their communities through programs or campaigns. Share the company’s good news whenever possible.

Develop your company’s culture. Creating a goodwill culture starts from the top, but that does not limit every employee from being an agent for change. Building pride, trust and harmony not only bolsters your internal culture but betters your brand from the inside-out.

Foster relationships with the media. Treating reporters with respect before a crisis happens will ensure they will treat you with respect during a crisis. Honor their deadlines, provide compelling news, and be available for comment when they need sources.
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Keeping the Family Informed

The credibility of your external message in a crisis begins internally. Your employees must understand the nature of the problem, how and why it happened, and what steps are being taken to ensure it doesn’t happen again. Preparing your internal audiences effectively can make them an asset to crisis response and make your external communications even stronger.

Communicate. Brief your employees about what’s happening and keep them “in the know.” Your internal key messages should be simple enough for everyone to understand the first time. Craft your statements and distribute them using methods you already know work well. The intranet, phone system and e-mail, among others, all provide viable options to inform your internal team members.

Respond. It is important to supply a way for employees to ask questions and receive responses rapidly. Provide certain individuals as representatives to answer questions and receive feedback, and also develop an anonymous means of asking questions. Control any rumors or speculation from the get-go to ensure a consistent message internally.

Listen. Employees, often the first and most important audience in a crisis communications strategy, can have strong reactions to the events and messages. Listen to their feedback and create outlets for them to express their reactions and suggestions. Supporting your employees during a crisis is essential to maintaining your company’s culture and makes it possible to come out even stronger on the other side.
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