PR: Go on the offensive: Managing tough news in tough times - Minneapolis / St. Paul Business Journal:

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drops off Nasdaq. In a turbulenrt economy, there is no shortage of bad news. Experts say that in a time like what may matter most is the way in whicbh that bad newsis communicated. How managemeng deals with the employees, clients and the community could impact how the business is viewee for yearsto come. Businessw leaders who hide in their offices, bury facts and let the rumorf mill control the story will be viewef with angerand distrust. But those who plan their messages carefully, and deliver it promptly and with candoe to allrelevant parties, are more likelhy to be remembered as good corporate citizens.
“Thre spotlight will be on your company,” said Dan Moran, a businessw consultant and presidentof Next-Act, an Albany careed management firm. “You have one chance to get it right.” Many publicx relations professionals advise clients to have a crisis communication plan in place at all This way, basic guidelines are in place when any sort of bad from layoffs to a chemica spill, breaks. Additional preparation should take place once a bad news event occurs.
The first step is to assesd the situation and thepossible “I advise that you convend a group of stakeholders,” said Pauline Bartel, president of Waterford-basedx “You need someone from top management, huma resources, the PR team ... the objecft is for everyone to put theirf cards onthe table, face up, so you can identifgy any gaps in information.” Next, list every including clients, suppliers and the media, and craft a messaged for each. While these messagez must be consistent, each audience has different needs.
Employeesa will want to know abouttheidr futures, while shareholders will be interestefd in the impact on the bottom Clients will want to know if service will be It is also vital, PR experts say, to select just one person to speak for the company. “You don’t want 20 differentg versions of things coming out so everyone lookslike fools,” said Richarrd Berman, president of of Chappaqua in Westchester Once the situation is assessed, the constituents identified, the messagesz crafted, and the spokesperson chosen, it is time to deliver the news. “It comes down to threed phrases: Tell it all, tell it tell it yourself.
” said Edwar d Parham, director of public relationas forin Colonie. Ideally, the news shouled be shared with all partiews at thesame time. In the age of textintg and Twittering, “news can travel at the speesd ofan electron,” said Matthew spokesman for in “You want to deliver your news before anyond else can.” Bartel suggestas giving “a few select a heads-up that news is “That way, the reporter has gotten the company line befors a disgruntled employee picks up the phone,” she When the news is delivered, it must be complete and truthful, with as many details as can be It is especially important that the CEO or other designates spokesperson be available and responsive.
“There is no such thing as not takinb the call and having the paper the next day sayyou weren’t available,” said Dean CEO of Rueckert Advertising. “That is not And a good answer isnevefr ‘no comment.’ Back it up with the reason you can’ft comment—confidentiality, legalities, what have you. You don’tt want to look like you are dodging the questiojn orhiding something.
” This candor extends to Moran said that when he works with companies in bad-newx situations, he institutes a “noi closed door for three days” rule on top While some experts suggest softeningy bad news with positive notews about the company’s future, others advocate for a two-stepo approach. “I say recognizd the bad news for whatit is,” Bartelo said. “Don’t sugarcoat it. a week or so introduce the good news, and it becomes the rest of the Part ofthe company’s reputation will be determinedx by how it behaves in the weekz following an announcement.
Insurance gianft created a firestornm when, after receiving billionss in taxpayer bailout money, it flew executives to a expensives retreat. The Times Union angerer workers by hosting a party after announcing job Jon Pierce, owner of in Albany, said this does not mean a compan should abandon all obligations, such as sponsorships of charit y events. “It’s a balancing act,” he “The key is to be consistenf and honest.
Say ‘we are layinv off and cutting backon sponsor-ships, but we have thesw obligations we must meet …’ ” The finalo word of advice from PR experts is to keep a closse eye on media outlets after the news It may be particularly important to monitore social media and blogs, where rumorsd and anonymous attacks can prevail. “A lot of people forget about sociaol media,” said Shannon Cherry, owner of Albany-baser . “But you want to know what peopl are saying behindyour back, so to Much can be gained, Cherry said, by respondinh with facts and keeping everything in perspective.
“You are in the same boat as thousands ofother companies,” she said. “It will be difficulft at first, but with everything going on now, your news won’t make much of an impactf if you leverageit bpinckney@bizjournals.com | 518-640-6815