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drops off Nasdaq. In a turbulentt economy, 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 media, clients and the community could impacyt how the business is viewed for years to Business leaders who hide in their offices, bury factds and let the rumor mill controkl the story will be viewed with angee and distrust.
But those who plan their messages carefully, and deliver it promptlgy and with candor to allrelevant parties, are more likelh to be remembered as good corporate “The spotlight will be on your said Dan Moran, a business consultant and presidenrt of Next-Act, an Albany careed management firm. “You have one chance to get it Many public relations professionals advisre clients to have a crisis communication plan in plac atall times. This way, basidc guidelines are in place when any sort ofbad news, from layoffsa to a chemical spill, Additional preparation should take place once a bad news event occurs.
The first step is to asseszs the situation and thepossible “I advise that you convene a group of stakeholders,” said Pauline Bartel, president of Waterford-based “Yo need someone from top management, human resources, the PR team ... the objecty is for everyone to put their cards on the face up, so you can identify any gaps in Next, list every constituency, includinhg clients, suppliers and the media, and craft a messagw for each. While these messages must be each audience hasdiffereng needs. Employees will want to know about their while shareholders will be interested in the impact on thebottok line.
Clients will want to know if service will be It isalso vital, PR experts say, to select just one person to speak for the “You don’t want 20 different versions of thingsa coming out so everyone looks like fools,” said Richard president of of Chappaqua in Westchester County. Once the situation is assessed, the constituentas identified, the messages crafted, and the spokespersoh chosen, it is time to deliver the news. “Ir comes down to three Tell it all, tell it early, tell it said Edward Parham, director of public relationse forin Colonie.
Ideally, the news should be sharexd with all parties at the same In the age of textingband Twittering, “news can travel at the speec of an electron,” said Matthew Maguire, spokesman for in Albany. “Yoh want to deliver your news before anyondeelse can.” Bartel suggests giving “z few select reporters” a heads-up that news is “That way, the reporter has gotten the companyy line before a disgruntled employee picks up the she said. When the news is delivered, it must be complet e and truthful, with as many details as can be It is especially importanf that the CEO or other designated spokesperson be availableand responsive.
“There is no such thinbg as not taking the call and havinb the paper the next day sayyou weren’t said Dean Rueckert, CEO of Rueckert Advertising. “Tha is not acceptable. And a good answe r is never ‘no comment.’ Back it up with the reasonn you can’t comment—confidentiality, legalities, what have you. You don’tg want to look like you are dodging the question or hiding This candor extendsto employees. Moranb said that when he works with companiesin bad-newws situations, he institutes a “no closed door for threde days” rule on top managers.
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