I recently counseled an executive who called because she feared negative media coverage for her organization after an employee was arrested at the workplace for sickening behavior on the internet. Although the alleged crime was committed elsewhere, it was shocking enough to generate media attention. When she reached out, she expressed concern that if reporters showed up, she wouldn’t know what to do.
Her concern was well-founded. Our agency has received scores of calls like this, but usually the media has already arrived.
A public relations crisis is difficult to weather without an established road map for managing an issue. When an incident erupts and the rhythm of an organization is interrupted, good decisions are among the first casualties. Even the smartest business executives are prone to career-ending missteps when faced with the media spotlight.
So what’s the solution?
Let’s start with what’s not the solution: a three-inch binder with step-by-step instructions. During a crisis, people don’t consult written instructions, they make decisions based on training and instinct. That simple fact of human nature should guide your planning.
An effective planning process will address the importance of responsiveness and moving quickly under pressure. Media interaction is another key component, but it’s often over-emphasized; regulatory and political impacts are potentially more damaging and should be evaluated immediately.
Good planning also helps you to express real empathy in times of tragedy without walking the plank of responsibility. And yes, there really are ways to make bad news go away.
Without proper training and a purposeful planning process, it’s easy for key elements like those listed above to be neglected when an incident occurs.
The bottom line is this: If you haven’t planned for a crisis, why not? Anything can happen and often does – even to good companies. Combine comprehensive training with your instincts and you are prepared for whatever comes your way.
Whether you are just beginning to think about crisis planning or have a process in place that needs further scrutiny, we can help ensure you’re prepared for the unexpected and ready to defend your organization.
As design director at Cookerly, Tim serves as the creative lead in the development of branding campaigns, print collateral and digital media for clients across a broad range of industries, including consumer, professional services, healthcare and technology.
As a senior vice president at Cookerly, Mike Rieman is a strategic communications leader specializing in media relations and reputation management. With a proven track record of securing high-profile placements in top-tier outlets such as The New York Times, The Wall Street Journal, CNN and USA Today, he excels at crafting compelling narratives that resonate across print, broadcast and digital platforms.
Mike Touhill is vice president at Cookerly Public Relations, where he helps lead traditional, social and digital media programs for B2B and B2C clients in packaging, telecommunications and technology, among other industries. As a communication leader, he develops and executes public relations strategy, provides proactive and reactive counsel to C-level executives and secures earned media coverage for client initiatives and product.
Andrew Agan is a vice president at Cookerly Public Relations, overseeing the agency’s internship program and leading media relations, content strategy and social media initiatives. He provides counsel and executes campaigns for clients across various sectors, including finance, healthcare, hospitality, technology, automotive and many others. Andrew excels at crafting compelling stories and building media relationships, resulting in clients being featured in notable outlets such as CNBC, Associated Press, Business Insider, Fox Business, HBO, Inc. Magazine, Sirius XM, The Wall Street Journal and USA Today, among others.
As vice president of Cookerly, Sheryl Sellaway uses her extensive corporate communications background to lead consumer PR efforts, deliver strategy for marketing programs and share expertise about community initiatives.
Crisis is always a challenge! At Gwinnett Medical Center, I lead our crisis planning and response with three founding objectives. They are 1) reduce negative reactions by releasing crisis communications first 2) transparency 3) help stakeholders avoid harm. In addition, a solid community relations plan can help defuse crisis or issues once they occur. Community relations is really a part of the pre-crisis prevention plan.