Most crises involve smaller entities with more limited visibility, i.e., healthcare facilities, schools, law firms, food producers, construction companies, senior care facilities, industry associations, tourist attractions and wineries, to name a few. Though lesser than Boeing-sized crises in generating public interest, these organizations often have more at stake in surviving their crises.

Crisis planning and best practices in communications for these small, mid-size, and even most big businesses are critically important. People who successfully manage these businesses prepare for the predictable: rogue acts by bad actors, accidents, food safety mishaps, worksite injuries, etc. But a good crisis plan is not a template product marketed to the masses. An effective crisis program prepares an organization for likely scenarios with the resources and flows that work for each specific client, based on their business and unique priorities. An evolved, current crisis plan includes real-time social analytics, content promotion, and metrics that are custom developed for an organization’s nuanced approach and shareholder needs. There is nothing “template” about effective crisis planning.

During a crisis, the CEO and executive team depend on the preparation, forethought, insights and analyses of their key team members across disciplines: technical specialists, quality control, sales, operations, regulatory affairs, and communications. The CEO’s priority is to ensure the crisis is managed effectively and resolved with as little damage to the company’s reputation as possible. Much of that happens behind the scenes. During the intensity of a crisis, the company’s core team must be in action mode, focused on handling their individual roles confidently and efficiently. A solid crisis preparedness program allows companies to plan for the worst when they are not in the headlines.

After more than 30 years of helping consumer food and beverage brands, construction and real estate firms, nonprofits, associations, schools, communities and care facilities, I can tell you that organizations must plan for predictable scenarios given the nature of their specific businesses. That preparation will most certainly help them, too, in the event of unpredictable occurrences.

When entities find themselves in trouble, the challenges of social media notwithstanding, it is still important to demonstrate humanity, express words of genuine concern and practice sound public relations principles. Most crises are not handled best as conflicts by political types used to dealing in adversarial posture. Even on the larger stage of world conflict, diplomacy is the first art of practice to which the world turns. Organizations might not be best served by selecting a wartime-style advisor to weather a crisis. Experience proves time and again that turning down the heat works best with calm rhetoric and reasoned, good faith decision-making. It is counter-productive for a brand that has invested years of building equity as a “good (corporate) citizen” with strong values to suddenly show hostility, denial, defensiveness and self-righteousness to its publics. Yes, a brand needs to tell its side of the story, but we all know there is more than one way to articulate a point of view.

There are different solutions to different crises or challenges. It’s true that “crises aren’t orderly affairs in which everyone speaks when it’s their turn and plays by preset rules.” Crisis mode is often chaotic and frustrating. And, as is stated in the story linked above, it is important to identify the adversaries and the allies, but our clients marshal their friends in advance of these occasions.

That process is called planning. In crisis planning, we do not attempt to control but to provide a measure of vaccination against shock and awe and to deter appearances of defensiveness, all of which could only compound the damage.

The public wants to know who they can trust. In matters of crucial human health issues and public safety, people should be confident the issue is fully resolved with the highest degree of care and concern for their communities and families. During a period of extreme volatility and anxiety, it may not be natural for leaders under siege to realize this responsibility. Long term recovery requires a company to do the critical work of evaluating its processes during a period of relative calm and rational thinking.

As a longtime crisis counselor, I proudly uphold the merits of crisis planning for any organization or leader that values integrity and their hard-earned reputation.

For more insights on Fineman PR’s approach to crisis management and crisis planning, visit: https://finemanpr.com/crisis-communications/

The post Crisis PR: Can a Strong CEO Trump Crisis Planning? appeared first on Fineman PR.

Not everyone is cut out to handle a crisis. The deluge of cynical media coverage, a rise of brand detractors and a surge of social media haters can overwhelm even seasoned PR pros.

Fortunately for your brand, that’s not you. Unfortunately, not everyone is like you, and that’s a problem with lasting implications, especially among team members unfamiliar with crisis communications.

Sensitive situations — e.g., injuries, fatalities, criminal investigations, litigation, product recalls, sexual misconduct, activist protests and corporate malfeasance — can trigger negative publicity. While PR pros tend to focus on turning the tide of media coverage, the lack of a cohesive multi-channel response can keep the story rising from the dead, long past the news cycle.

Internal communications usually intensify during and immediately after a crisis. Because employees and board members are often your most effective ambassadors, if you wait until a crisis strikes before developing and managing strategic internal communications programs, it’s too late. Once the crisis passes, consider revamping your internal communications processes to build trust among employees and board members and prepare the ship to weather the next storm.Internal communications, social media, reputation management, SEO, executive positioning and stakeholder engagement all play critical roles in crisis response and reputation recovery.

Social media mavens are generally wired to promote good news, but a bad review or menacing troll, let alone a crisis, can short circuit their reactions. Cookie-cutter responses and canned messaging don’t sit well with people who follow and react to crises on social media. So, just as with internal communications, if you haven’t built relationships with your social media communities, you’re already behind the curve. Work now to earn influencers’ favor. Use content lulls to lift the veil on transparency initiatives and tout advances and investment in safety, training and technology. Brand loyalists will take note and respond to trolls on your behalf — when they’re equipped with the tools to do so.

Google Search is the well-heeled stranger lurking in the shadow of every crisis.

Every PR pro knows a negative story, especially a salacious one, attracts far more clicks than puff and fluff. Lesser-known brands — even those with strong reputations — are not immune to damaging stories following a crisis. Without a robust reputation management program, negative stories will keep garnering clicks and persist. Don’t believe claims about “scrubbing” negative stories. High-credibility sources, such as major daily newspapers, will continue being favored by Google and other search engines. Rebuilding your online reputation will take time, but you can’t do it without a focused, proactive program that ties into all your external communications channels to drive relevant traffic to — and boost the search rankings of — favorable content.

In a high-profile crisis, the voice of the CEO and other organizational leaders lets audiences know the situation is receiving top-level attention. A head-in-the-sand approach cannot calm fears or address concerns. C-suite executives should reach out to priority audiences to get your story across. With proper executive positioning among industry associations, regulatory agencies and other critical groups, your voice will be not just heard, but well received. Remember, when the CEO speaks, put it in writing and make sure it is fully optimized for search engines; this content is evergreen and can improve your rankings.

Your credibility can come into question in a crisis. By reaching out to key external stakeholders, you can inject credible, third-party voices into a troublesome story. For example, academic experts are go-to media resources in a crisis. If such experts know your organization and leadership and are comfortable backing your position, it will go a long way toward balancing negative coverage and helping quiet the crisis. Consider reaching out to them in times of crises, or better yet, beforehand.

Brands must align in-house teams with external agency partners to ensure an integrated crisis response. If you have separate teams for PR, marketing, website, social media and/or SEO, and their responses to a crisis are siloed and uncoordinated, it could actually create more damage. Consider consolidating into a streamlined agency team. All channels need to work together in harmony — whether you’re in a crisis or not.

Here are some tips to ensure that all channels work together, unsiloed, in a crisis.

Preparedness is not merely effective. In the long run, it’s cheap. We have found that organizations that develop a realistic crisis response plan covering myriad scenarios and test it with drills are far better prepared than organizations without such a plan. While planning has an up-front cost, handling a crisis by the seat of your pants usually requires more time and money to repair reputational damage that could have been minimized with planning a rehearsed — and integrated — response.

Create an online hub to focus crisis-related content. For major crises, consider creating a microsite to fully address the issue and provide a locus for audiences to track developments, key facts and progress. This will allow customers to maintain their regular experience on your website while providing crisis junkies a venue that steers negative traffic away from your website.

Divert negative search traffic to credible sources. SEO normally promotes keywords to drive traffic to your website. But in a crisis, negative search terms are widely used, so consider developing an online reputation program targeting negative search traffic that drives interested people to your microsite or a special landing page.

Strengthen your social media presence. Social media can drive higher search rankings for shared content, but if you don’t have an active and engaged community on your social media pages, you’ll miss the benefit. Authentic, timely, consistent engagement with social media followers builds trust over time and strengthens brand loyalists who can weigh in during a crisis.

Build a rapid response team. The first minutes of a crisis are critical. Make sure your team, including external partners, is up to speed on your crisis plan and has been drilled. Consider simulation training, table-top exercises and crisis media training to stress-test your plan — and make sure everyone is on the same page. No silos!

Stay on top of trends. One organization’s problem can affect an entire industry. Monitor social and traditional media to assess trends and developments that could affect you. Adjust planning accordingly.

***

Travis Taylor is EVP of Fineman PR, a San Francisco-based crisis and consumer public relations agency, and Chris Raniere is President of 46Mile, a Hearst-backed, full-service marketing consultancy and ad agency. 

Travis Taylor (L) and Chris Raniere

The post The Death of the Siloed Crisis Response appeared first on Fineman PR.

Because of our high profile crisis communications work, reporters looking for insight into complex organizational or reputation issues sometimes call on us as resource for commentary.

When I receive an inquiry from a reporter, I typically open the conversation with an important disclaimer: I do not propose counsel on situations that I know only from what I gather in media reports. A doctor wouldn’t prescribe a cure without seeing a patient and knowing that patient’s history. Similarly, for any difficult business or dicey public exposure situation and negative media attention, there are many factors that are only known to the client, and those factors often determine their responses. I know too well that there’s a rush to judgment without enough substantive understanding behind it.

I explained that to Paul Farhi at the Washington Post who was doing a story on how Fox News is handling or mishandling the O’Reilly news. Farhi wondered why Fox was keeping so silent about it and wanted my views on what I would counsel Fox if it were a client. Was silence the right thing?

Perhaps it was my comment that organizations should, “not get caught with their pants down” in a crisis that seemed so apropos to O’Reilly. Read Paul Farhi’s  full story here: Washington Post: At Fox News, a wall of silence surrounds Bill O’Reilly

To elaborate more on my counsel, below is PANTCHEK, our handy-dandy acronym of general principles to keep in mind when managing communications in a crisis – and not get caught with your pants down. The caveat here is that this somewhat generic (yet critically important) checklist does not necessarily apply to all crisis ills.

• Public welfare is the first priority
• Assemble the facts. Once they are verified, Announce All bad news at once
• No blame, No speculation, No repetition of negative charges or questions
• Tell your side of the story or Take responsibility
• Care and Concern for those affected – express it sincerely and right at the outset
• High-level organization spokesperson – let the public see the crisis has top-level attention
• Ensure that it will not happen again with a solid plan that will generate confidence
• Keep a separate plan for moving daily business ahead

Then there is reputation recovery. Merely managing your way through is not aiming high enough. You need to rebuild or reinforce your reputation and respect for your brand, and keep your relationships intact. Diligent reputation-building is essential. Depending on the nature and duration of the crisis, success may require a long-term effort.

• Maintain open communications with media, community members, customers, consumers, investors, employees, governing bodies and affiliates via all communications channels, including social media.
• Employ awareness-raising tactics
• Differentiate your organization from the pack – did the crisis make you better and/or stronger?
• Become a category expert among your peers
• Conduct “post mortem” analysis and incorporate what you learn into future scenario planning

The post Fineman Opines on Crises in the Washington Post appeared first on Fineman PR.

Even experienced communicators can get rattled when the phones are ringing off the hook – from the media, regulators and other government authorities, customers, the general public, employees and the board. Not to mention the fires breaking out on Twitter, Facebook and Instagram. Response time has shrunk from 48 hours to 48 minutes to what feels like 48 seconds.

Memorize PANTCHEK to get your priorities in order so you won’t flail and fail in public. Here’s an easy visual story to help you get started.

• Public welfare is the first priority
• Assemble the facts. Once they are verified, Announce All bad news at once
• No blame, No speculation, No repetition of negative charges or questions
• Tell your side of the story or Take responsibility
• Care and Concern for those affected – express it sincerely and right at the outset
• High-level organization spokesperson – let the public see the crisis has top-level attention
• Ensure that it will not happen again with a solid plan that will generate confidence
• Keep a separate plan for moving daily business ahead

View our crisis checklist here.

Michael Fineman is president of Fineman PR, a San Francisco public relations firm that specializes in crisis communications, brand PR and multicultural communications. Contact him here. 

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On Sunday, LeBron James, two-time NBA champion, four-time Most Valuable Player and aspiring hero of Cleveland, missed seven of 11 free throws, including two critical misses with 4.2 seconds left in overtime, as Houston, with title hopes and an MVP candidate of its own, held on to win 105-103 in overtime.

After the game, James took responsibility. “I failed my teammates,” he said. But he went further to post a photo of himself on Instagram, sadly looking into a mirror with a raw, revealing message:

“Looking in the mirror tonight after a tough lost of my part like You’re your biggest challenge, competition, drive, obstacle, motivation, etc so it’s nothing u haven’t seen before! Back in the lab tomorrow to continue the drive to striving to be the Greatest I’ve ever seen! #StriveForGreatness”

Enter the Internet. Trolls had a field day, mocking LeBron’s mirror-selfie (here and here). Media ate it up, fanning comparisons to “Saturday Night Live” character Stuart Smalley and fueling the LeBron vs. Michael Jordan debate.

While James may not have anticipated how quickly and pervasively he’d be roasted on social, he can turn that frown upside down because his brand will grow as a result. Here are the top five reasons James’ sad mirror photo will not damage – and could actually boost – his brand.

1. LeBron spoke the truth.  

No one is questioning whether or not James was being genuine. Just look at the typos – any PR staffer would have caught those. If he had tried looking upset when he wasn’t or played off the letdown as if it wasn’t important to him, he’d be criticized for being phony or too self-absorbed. Trust is earned, in large part, by being truthful. James was clearly being truthful in a painful situation, which will bring him closer to his fans.

2. He was transparent.

The greatest athletes have larger-than-life brands that can lose a tremendous amount of value if they offend others. Many big-time athletes – and the brands they represent – closely guard their innermost thoughts and feelings. They tend to avoid controversial issues. Not James. He has been outspoken on civil rights and has weighed in many times on collective bargaining issues. After James’ bad day on the court, he opened up in a telling way, letting us into his thoughts and the mind of a champion. Sure, he was lampooned for a couple of days, but in the long run, James seemed to understand that transparency can differentiate him from other all-time greats.

3. LeBron knew his audience.

James was not trying to win over die-hard fans of rival teams (say hello, Boston) or convert basketball-haters. There will always be critics and people with conflicting interests. James was reaching out to his fans. By opening a window to his soul, he was also letting others who might root for him one day see his brand, unvarnished. Communicate with the people who will listen to you.

4. This is part of a bigger story.

James has 20 games left in the regular season and the playoffs to overcome this embarrassing moment. As Sports Illustrated’s “Chosen One,” he has been building his reputation and brand since he was a teenager. His fans will continue supporting him. Businesses should take note of the importance of reputation building. It will keep you afloat when – not if – you have a bad day.

5. He tapped into sympathy.

In the aftermath of “The Decision,” hardly anyone outside of Miami would view James as a sympathetic figure but, since his return to Cleveland, getting mocked for displaying his raw feelings evokes sympathy. He’s revealing pain and hurt, emotions everyone can identify with. The most compelling messages are often driven by emotion.

LeBron James’ bad day on the Internet will be a blip in the larger story of his career and legacy – one that millions in the U.S. and around the world continue to tune into. Ultimately, his brand gains trust. All brands should sit up and take notice. It’s the long game that counts.

The post LeBron’s Sad Mirror Photo Instructive for Businesses appeared first on Fineman PR.

But whether you’re Bill Cosby, Sony, General Motors, the law enforcement sector dealing with racial tensions, or an embattled collegiate sports institution, very rarely do inconvenient blemishes up and disappear. In fact, it’s far more likely that interest will build as a cacophony of interest groups, activists and talking heads begin to weigh in. Meticulously crafted scenario plans and tabletop drills, contingency planning, spokesperson training are crucial, but, when sparks pop, even the most intensive preparation may not be enough to effectively navigate an unwieldy crisis wildfire over the long haul.  Below, an updated guide to managing crisis with an eye for the new reality.

Hope for a mile, but train for a marathon

It would be nice if we could satisfy shareholders with the reassurance, “Today’s headlines are tomorrow’s old news. ”But the lifecycle of your crisis will likely extend beyond a 24-hour or 72-hour news cycle. In depth broadcast news coverage, legal developments or competitor advances may revisit your issue at the most inconvenient or startling time: when you think the crisis is over. Be prepared for ongoing interest and have a messaging strategy for the long term. Emphasize progress and demonstrate resolution and closure. Manage internal expectations accordingly.

Be consistent

Major crises are rarely convenient or short lived.  Decades-old conflicts or sensitive documents from the past can rear their ugly heads far beyond the initial trigger. Consistent, thoughtful communications over time should serve as the steady drumbeat of your organization’s progress and commitment throughout the crisis. Messaging should anticipate challenging developments and allow for an honest approach that upholds the company’s strategy and operational commitment. Avoid overstating claims. Stay true to your organization’s narrative and your messaging theme. Keep the conversation focused and keep your audiences well informed. Don’t necessarily shy away from repeating yourself.

Who is the messenger?

The most effective company spokesperson may not always be the President or CEO. While the official spokesperson is of course highly relevant and powerful for official or urgent communications, other voices may be critical to your audiences. Customers and regulators may be more compelled by the technical expertise and unbiased perspective of outside advisors. Consumers and employees may be more trusting of their peers through social media commentary than the company itself. Keep an active ear to the ground to determine which messengers are most effective. Don’t forget to acknowledge brand ambassadors defending your company when the time is right.

Be mindful of your timing

Communications is naturally the chief priority of professional communicators. But there will be times during a crisis that a company’s operations may not allow you to meet every media deadline on time. Do not allow the media or any other single audience to dictate your crisis management. Communications approvals may be trumped by other priorities including legal or operations that may put a wrench into the best conceived crisis plan. Be aware of, and attentive to, the fast-moving pieces throughout your operation. Aim for cohesive communications that avoids extending the news cycle. Collaborate and know what the left hand is doing.

It’s all about that base (line)

During a crisis, your monitoring team may be your most powerful behind-the-scenes tool. Create a baseline of awareness of the issue at hand and track developments over time. Intensive monitoring will help reassure your team of actual impact and identify opportunities for messaging refinement. Learn how to anticipate the lifecycle of each story. Compare each peak of news coverage to assess actual impact (How has media interest changed over time? Geographic coverage? Which media have been most likely to include your core messages and who might be a key messenger for future conversations?)

Transparency is not just about you being transparent

In this age of transparency, you must anticipate the transparency of other organizations to their shareholders. That includes the possibility of sensitive information being provided to media by activist groups or insiders sharing leaked materials by email, blogs or websites. Transparency is not a one-way street.  Be prepared and assume that sensitive materials will be made public. Don’t hide or hope this away; use the information to refine your messaging.

Do not wish away a crisis or activist

Prepare to engage and disarm your critics, but do so on your own terms and timing. Avoid debate and aim for demonstrating shared values (to the extent possible). Look to your shareholders and customers as well as research to determine what matters most to your critical audiences. Are there opportunities to show alignment? The longer the conflict, the louder the cry for action. 

Be wary of quick fixes, spin and other magical forces

It is tempting to become persuaded by quick fix solutions when you feel under siege. Keep your team focused on the long term success and the bigger picture.  Keep your confidence in the organization and steer past loud distractions. Align with credible resources who truly understand your unique business and industry challenges, who can guide your team to the next level of excellence.

Author

Lorna Bush is the senior vice president of San-Francisco based Fineman PR, a nationally renowned agency for its “substance not spin” approach to high profile crisis communications and issues management services. The agency has guided clients in a range of industries from education to real estate development to transportation, engineering and consumer food/beverage/services, a full range of crisis situations (including actual wildfire disasters).

The post Navigating a crisis when it doesn’t just “go away” appeared first on Fineman PR.

This approach is often recommended for everything from sports to litigation to political campaigns. When it comes to crisis communications, going on the offensive is not always the right strategy.

Last week, the Wall Street Journal reported on Asiana Airlines’ take on crisis communications in response to the Asiana Flight 214 crash at San Francisco International Airport.

“‘It’s not the proper time to manage the company’s image,’ said an Asiana representative in Korea, when asked about the company’s response.”

Though I recognize the cultural values that may influence Asiana’s approach, its decision to decline crisis communications support from U.S.-based companies was ill-advised. Sure, Asiana is a Korean company with Korean values and most of that flight’s passengers were Chinese and Korean nationals; however, the crash happened on American soil. The company has an American audience, too.

Asiana should have heeded the advice of communications experts who are attuned to the American audience. When it comes to high profile accidents and crises, Americans demand more proactive communications from companies and any delay in response could be interpreted as a lack of concern – a serious mistake in any crisis situation.

Compounding this error in communications strategy, Asiana announced on July 15 that it would sue KTVU, a San Francisco Bay Area TV news station, for erroneously reporting fake pilot names that had been confirmed by an intern at NTSB. The company claimed that the report caused serious damage to the airline’s reputation.

Two days later, Asiana announced that it would no longer pursue a lawsuit:

“(Asiana) has decided to not pursue legal action as a result of a public apology by KTVU for the report in question and (the airline’s) determination to keep all of its resources dedicated to caring for the passengers and family members of Asiana flight 214 and supporting the investigation into the cause of the accident.”

This was the right PR move:
1. A lawsuit claiming damage to Asiana’s reputation contradicts the original statement that now is “not the proper time to manage the company’s image.”
2. In lawsuit-happy U.S., Asiana would not have gained the American public’s sympathy by playing the victim. The passengers and their families are the victims – that’s the bottom line.
3. It would have appeared that Asiana‘s priorities were out of order. Mounting a legal suit would have been a distraction from what should be the number one priority – ensuring the      safety of future flights.

We’re glad to see that Asiana is taking steps in the right direction. Crisis communications isn’t just about protecting your image; it’s also about meeting the needs of your audience.

The post In Crisis PR, the Best Defense Isn’t (Always) a Good Offense appeared first on Fineman PR.

Undoubtedly, these organizations have operational plans in place for emergencies, i.e., who and when to notify, jurisdictional authorities to keep on speed dial, staff members to deploy, area hospitals and medical specialists to identify, insurance companies to engage, and communications vehicles to consider such as news media and websites.

Yet, in the heat of a crisis, with emotions overwhelming on every side and when safety and emergency responses takes priority, it is easy to overlook critical communications elements. For that reason, my agency developed a categorized checklist of action items and reminders for these kinds of situations. It is by no means 100 percent comprehensive, but I would like it to be, so if you have any other suggestions that I should include, please feel free to let me know (mfineman[at]finemanpr.com).

Mindset/Tone

• First and foremost, demonstrate care and concern for all those involved in the crisis, be they clients, family members of participants, guests or staff.
• Prioritize medical attention, rescue efforts and immediate care of those affected; this is your organization’s primary responsibility.
• Stay focused on the facts that are known. Do not assign blame; do not speculate.
• Communications must be a mix – a delicate balance – of facts to be conveyed, expressions of concern and a tone of humility.
• In a tragedy, particularly in the first day or two of communications, it is critically important that your top executive speak for your company, both for the sake of your organization’s credibility and to demonstrate the seriousness of which you are taking the situation.
• Pay mind to the elements of people’s privacy.
• Continue to assure all audiences that you will provide timely updates and be a credible, caring source of information.
• Remember that certain information must be communicated first to families before they become public.

The Approach/Do This

• Focus on message development for all audiences. In addition to the facts, determine what you want your audiences to know about how you are managing the situation; they will need the assurance and confidence that you are taking all the appropriate measures – and then some.
• Prioritize a list of all key audiences (authorities and medical personnel, involved participants, participant families, media and area community, other related clients, your investors, other stakeholders, etc.).
• Continue to gather and confirm the facts.
• Cooperate fully and work closely with first responders and jurisdictional authorities. Let official reports come directly from these experts. The investigation is critical and cannot be compromised or co-opted. Be sure you have an understanding of what facts can be released and what facts cannot (or should not) be released by you.
• Always be prepared with easy access to a current copy of your safety record.
• Similarly, have on hand a copy of the practices and procedures involved in preparing for the affected venture, including documentation of training for supervisors and those charged with the direct care of participants.
• Continue to communicate the welfare of those who were involved and how they are being cared for.
• Refer legal questions to authorities and/or legal counsel; refer detailed medical questions to health care providers.
• Requests from the media may include interviews with some of those involved. If these inquiries are outside the pale, politely decline given the circumstances.
• It is often helpful to seek the counsel of a professional who can understand the lay of the land objectively and who has helped others in the same kind of situation.
• Determine where donations should be sent and communicate that to the public. Information about memorials must be communicated in a timely fashion.
• Document everything.

Social Media

• People are increasingly turning to Twitter and Facebook for breaking news. In a crisis situation, groups need to establish their digital and social media channels as the primary source for updated information before audiences turn to third-party sources that might fuel speculation or spread misinformation.
• Swiftly correct misinformation and direct your audience to approved communications sites/pages.
• Social media can also be used to address frequently asked questions and alleviate the burden of responding to a potentially large volume of inquiries. Social media should also be monitored to gauge audience sentiment and determine the effectiveness of the response strategy.
• For travel companies with international destinations, especially those with trips in remote backcountry locations with limited means of communication, social media can serve as a crucial platform for relaying real-time news and updates.

Moving Your Business Forward

• Save discussions of how the situation is affecting the business for later, not in the immediate days after the incident.
• Keep a segment of your business focused on the continuity of the business and on the good work in which you are involved or providing.
• Learn from every experience. Use the opportunity to update training and preparation materials for staff and participants, update equipment/gear as needed, and improve your operations and communications to ensure your organization is continuously improving based on its longstanding commitment to safety.

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Even the most popular brands are susceptible to crumbling under the immense pressure of a crisis. The mass exodus of celebrity chef Paula Deen’s corporate sponsors following her admission that she used a racial slur is the latest example of a bad situation that can quickly take a turn for the worse. In the end, it wasn’t the continuation of Deen’s butter-loving, health-averse concoctions in the face of having Type 2 diabetes that took down the southern cooking magnate. It was her lackluster response, continued exposure and awkward interview on the “Today” show that reversed years of brand building and stardom in a matter of minutes.

Deen may still be able to regain her footing, but reputation recovery will take years – not weeks or months – if at all. Deen’s sudden downfall is instructive for other brands that are not adequately prepared to handle crises.

Everyone wants to be part of a successful brand, and the best brands employ a cadre of professionals, resources and tools to achieve their communications objectives. But too often, brands overlook the importance of having an expert crisis communicator at the ready in case a situation threatens their reputation.

We don’t know what went on behind the scenes of Paula Deen’s PR blunder, including whether her PR team advised her of the cardinal rules of crisis communication. The same goes for Men’s Wearhouse, another big brand to recently succumb to poor crisis response.

Regardless of how each crisis came to be mismanaged, all brands should be on notice. Crises can happen anytime without warning, and the first 48 minutes through 48 hours are the most critical. The decisions made in these first moments can mean the difference between a blip on the radar and a full-fledged attack on your brand.

Just as the most successful CEOs surround themselves with smart people and demand accountability, so too must a brand’s communications arm. Your public relations agency must be a strategic partner, capable of providing sage counsel and planning in good times as well as bad. Alternatively, if you can’t bear to part with your publicity horses but question their crisis chops, pre-select a crisis agency to shield your brand in its greatest moment of need – before you need it.
Virtually every PR firm promotes its “strategic” and “integrated” approach, but how can you tell which firm is best for your brand? Here are my top 10 differentiating characteristics of PR agencies that separate the winners from the losers.

1. PR Substance, not spin: Going into any crisis, you want knowledgeable, fact-based counsel that earns your trust on its merit. Avoid misleading deflection techniques and question anything that sounds too good to be true.

2. No lone wolf: Hiring a crisis spokesperson is a different tactic than hiring a crisis agency. Talking heads may look great on camera and alleviate the fears of media-shy executives, but their value and substance is temporary. The collective perspective of a crisis “team” will help you over the long term, from establishing credibility and preparing for a crisis to managing and recovering from a crisis as well as everything in between.

3. Battle-tested PR: The best PR firms are on the frontlines of crises with their clients and have the relevant, routine experience to back up their claims across many industries. Some agencies excel in various facets of PR, such as publicity, corporate communications, community relations or digital and social media, but the right PR firm is able to handle all of these needs in an integrated approach and has demonstrated the ability to manage a crisis PR situation in a moment’s notice. Don’t be the guinea pig in a crisis.

4. Long-time clients: You need to make difficult decisions quickly in a crisis, and it helps to have a firm that knows your business inside and out, which comes with time. Look for an agency that has staying power with its clients. Firms that weather the ebbs and flows of the market as well as personnel changes show their ability to manage lasting relationships with all audiences and keep the account service fresh.

5. Strategic PR counsel/high-level involvement: Make sure you know exactly who’s going to serve on your crisis account team. A firm may bring in its top brass to get your business but assign junior staff to handle your account as soon as the contract is signed. The ongoing, regular involvement of senior executives will help ensure your communications strategy is sound and they can often foresee potential issues junior and mid-level staff may not catch.

6. Third-party-backed credibility and reputation PR: One way to help determine if you’re getting straight talk or empty promises is to see what others are saying about the PR firm you want to engage. Ask for client references and case studies and follow up to make sure the PR firm is capable of handling your needs across the communications spectrum.

7. Attention to detail: Words matter, especially in a crisis. The last thing you want is a firm that doesn’t catch typos in media materials or doesn’t understand the intricacies and nuances of your business. In an RFP response or business proposal, look to see how well they’re listening to what you told them. A little extra effort can go a long way.

8. Honest, transparent communication: On a gut level, do you believe you’re being told the truth or is something amiss? Be careful of firms that appear to over-promise and under-deliver. The best firms will manage your expectations and be up-front about what can and cannot be accomplished. You also want practitioners who communicate in an honest, straightforward manner, which you’ll need in a crisis. “Yes” people may boost your ego, but they do little to solve tough problems.

9. Responsive: Crises are not scheduled. They can happen late at night or over the weekend. You need a PR team that is going to be accessible when you need them. We know the nature of the business and nothing is more important than providing the utmost in client service. This can also be gauged in how long it takes the firm to respond to your inquiry or develop a program proposal.

10. Pre-selected: It’s far easier to engage a crisis PR firm you’re already familiar with in those precious first minutes of a crisis than starting your search from scratch. Having a crisis partner pre-selected with initial scenario plans developed to mitigate your organization’s vulnerabilities will free you and your team to manage the situation from higher ground. Clear-headed, strategic responses will always win over emotionally-fueled, desperate attempts to clean up a big mess.

In preparing your brand to weather a PR crisis, pre-select a PR agency that meets your needs, understands your business and is willing and able to provide the brutally-honest counsel that will save your brand when things are not smooth as butter.

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