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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 whicnh that bad newsis communicated. How management dealsx with the media, employees, clientws and the community could impacg how the business is viewed for years to Business leaders who hide intheie offices, bury facts and let the rumoe mill control the story will be viewed with anger and But those who plan their messages carefully, and deliveer it promptly and with candor to all relevant are more likely to be remembered as good corporatee citizens.
“The spotlight will be on your saidDan Moran, a business consultant and presideny of Next-Act, an Albany career managementr firm. “You have one chance to get it Many public relations professionals advise clientsd to have a crisis communication plan in place atall times. This way, basic guidelinese are in place when any sort ofbad news, from layoffe to a chemical breaks. Additional preparation should take place once a bad newsevent occurs. The first step is to asses the situation and thepossible “I advise that you convene a group of said Pauline Bartel, president of Waterford-based “You need someons from top management, human resources, the PR team ...
the objecty is for everyone to put their cardsx onthe table, face up, so you can identifyu any gaps in Next, list every constituency, including suppliers and the media, and craftt a message for each. Whil these messages must be consistent, each audience has different needs. Employeese will want to know abouttheir futures, while shareholders will be interested in the impacg on the bottom line. Clients will want to know if service willbe affected.
It is also vital, PR expertzs say, to select just one person to speak forthe “You don’t want 20 different versions of things coming out so everyone looks like fools,” said Richard president of of Chappaqua in Westchester County. Once the situationh is assessed, the constituentzs identified, the messages and the spokesperson chosen, it is time to deliver the “It comes down to three phrases: Tell it all, tell it tell it yourself.” said Edward Parham, directofr of public relations forin Colonie. the news should be sharex with all parties at thesame time.
In the age of textingf and Twittering, “news can trave at the speed ofan electron,” said Matthew spokesman for in Albany. “You want to delive r your news before anyoneelse can.” Bartel suggests giving “a few selectt reporters” a heads-up that news is “That way, the reporterd has gotten the company line before a disgruntlerd employee picks up the she said.
When the news is it must be complete and with as many details as can be It is especially important that the CEO or othe designated spokesperson be availableand “There is no such thing as not takinfg the call and having the paper the next day say you weren’tt available,” said Dean Rueckert, CEO of Rueckeryt Advertising. “That is not acceptable. And a good answe is never ‘no comment.’ Back it up with the reason you can’ty comment—confidentiality, legalities, what have you. You don’yt want to look like you are dodginbg the question orhiding something.” This candort extends to employees.
Moran said that when he worke with companiesin bad-news situations, he institutees a “no closed door for thre days” rule on top managers.
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