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drops off Nasdaq. In a turbulent there is no shortage of bad Experts say that in a time like what may matter most is the way in which that bad news is How management deals withthe employees, clients and the community coulf impact how the businesx is viewed for year to come. Business leaders who hide in theie offices, bury facts and let the rumor mill control the story will be viewed with ange rand distrust. But those who plan theif messages carefully, and deliver it promptly and with candor to all relevant parties, are more likely to be remembered as good corporatse citizens.
“The spotlight will be on your company,” said Dan a business consultant and presidenytof Next-Act, an Albany careef management firm. “You have one chance to get it Many public relations professionals advise clienta to have a crisis communication plan in place at all This way, basic guidelines are in placwe when any sort of bad from layoffs to a chemical spill, Additional preparation should take place once a bad news even occurs. The first step is to assesz the situation and thepossible “I advise that you convene a group of said Pauline Bartel, president of Waterford-based “You need someones from top management, human resources, the PR team ...
the objecf is for everyone to put their cards on the face up, so you can identify any gaps in information.” list every constituency, including clients, suppliers and the media, and crafy a message for each. While thesse messages must be consistent, each audience has different needs. Employeeas will want to know about their while shareholders will be interested in the impacrt on thebottom line. Clients will want to know if serviced willbe affected.
It is also vital, PR expertw say, to select just one persomn to speak forthe “You don’t want 20 differentt versions of things coming out so everyone looksz like fools,” said Richard Berman, president of of Chappaquq in Westchester County. Once the situation is the constituents identified, the messagess crafted, and the spokesperson it is time to deliverthe “It comes down to three phrases: Tell it all, tell it tell it yourself.” said Edward Parham, director of public relation for in Colonie.
Ideally, the news should be sharedc with all parties at the same In the age of textingand “news can travel at the speed of an said Matthew Maguire, spokesmah for in Albany. “Yoiu want to deliver your news beforew anyoneelse can.” Bartel suggests giving “a few select reporters” a heads-up that news is coming. “That way, the reportet has gotten the company line beforre a disgruntled employee picks upthe phone,” she When the news is delivered, it must be complete and with as many details as can be It is especially important that the CEO or other designated spokespersojn be available and responsive.
“There is no such thingf as not taking the call and havingt the paper the next day sayyou weren’r available,” said Dean Rueckert, CEO of Rueckertr Advertising. “That is not acceptable. And a good answere is never ‘no comment.’ Back it up with the reason you can’tg comment—confidentiality, legalities, what have you. You don’t want to look like you are dodging the questiom orhiding something.” This candor extendw to employees. Moran said that when he works with companiedsin bad-news situations, he institutes a “no close door for three days” rule on top managers.
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