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drops off Nasdaq. In a turbulent economy, there is no shortag e of bad news. Experts say that in a time like what may matter most is the way in whichu that bad newsis communicated. How managementy deals with the media, clients and the community coulf impact how the business is viewed for yearsdto come. Business leaders who hide in their bury facts and let the rumor mill control the storyt will be viewed with angefand distrust. But those who plan their messagews carefully, and deliver it promptly and with candor to allrelevanty parties, are more likely to be rememberedf as good corporate citizens.
“The spotlight will be on your saidDan Moran, a business consultant and president of an Albany career management “You have one chance to get it Many public relations professionals advise clients to have a crisids communication plan in place at all times. This way, basic guidelineas are in place when any sort of bad from layoffs to achemical breaks. Additional preparation shoulxd take place once a bad newsevent occurs. The first step is to assessx the situation and thepossible fallout. “k advise that you convene a groulof stakeholders,” said Paulin e Bartel, president of Waterford-based “You need someoned from top management, human the PR team ...
the objecty is for everyone to put theire cards onthe table, face up, so you can identifuy any gaps in information.” list every constituency, including suppliers and the and craft a message for While these messages must be each audience has differentf needs. Employees will want to know about their while shareholders will be interested in the impacf on thebottom line. Clients will want to know if servicew willbe affected. It is also PR experts say, to select just one person to speak forthe company. “You don’t want 20 different versions of thingse coming out so everyone lookslike fools,” said Richarxd Berman, president of of Chappaqua in Westchester County.
Once the situationm is assessed, the constituents the messages crafted, and the spokesperson chosen, it is time to deliver the news. “It comew down to three phrases: Tell it all, tell it tell it yourself.” said Edward director of public relations forin Colonie. Ideally, the news shouldx be shared with all parties at the same In the age of textingyand Twittering, “news can travep at the speed of an said Matthew Maguire, spokesman for in “You want to deliver your news before anyone else can.” Bartel suggests giving “a few selectf reporters” a heads-up that news is coming.
“That way, the reportefr has gotten the company line beforee a disgruntled employee picks upthe phone,” she said. When the news is it must be complete and with as many details as canbe shared. It is especiallyt important that the CEO or other designated spokespersonj be availableand “There is no such thing as not takinyg the call and having the paper the next day say you weren’tr available,” said Dean Rueckert, CEO of Rueckert Advertising. “Thart is not acceptable. And a good answerf is never ‘no comment.’ Back it up with the reason you can’tr comment—confidentiality, legalities, what have you.
You don’ t want to look like you are dodging the questionm orhiding something.” This candor extendw to employees. Moran said that when he works with companiesin bad-newsa situations, he institutes a “no closed door for thres days” rule on top
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