Guessing games are fine for parties. They're not so good when it comes to dealing with the media. And yet, the media are often forced to guess when companies and organizations remain tight lipped during a crisis. We understand the need to be prudent with what can be said for legal reasons. But saying too little can be a real problem, as well. When reporters don't get answers from the main source, they'll go elsewhere for answers.
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So much of communication occurs outside of the words we say and how we say them. We also convey our attitude about the subject or the person or group with whom we're communicating.
With that in mind, it's vital that we stay cool under pressure, especially during a crisis. You'll be encountering questions from the media and these can often be pointed and direct. When this occurs, remember that the public is looking past the words you say to the way you say them. Non-verbal language has a huge impact. Nothing destroys the impact of one's message more than the loss of credibility. One way executives and companies lose credibility is by looking or sounding tone deaf to the situation around them, especially when it comes to crisis communications.
For instance, a company announces sobering news, but the CEO can be seen smiling and laughing as he leaves the press conference. Hard to recover when that image can be replayed over and over again on TV or online. The mystery surrounding the missing Malaysian jetliner has revealed several reminders when it comes to crisis communications. No two crises are ever quite the same, but the problems companies and organization face are often very predictable.
Media want answers The first thing to keep in mind is the media's insatiable curiosity and competitive nature. If reporters sense a good mystery, they want answers, not stonewalling. No amount of wishing the crisis away will help the Malaysian government in this case. Media training can be an effective tool to prepare executives, board members and spokespersons to handle a variety of media encounters. Unfortunately, some of the very people who could most benefit from such training don't think they need it. What are the benefits and why should you consider it for you or your team? Confidence The main benefit is confidence. You've stepped through the various scenarios of what you can expect. Going through group or one-on-one coaching gives you the preparation you need to face a reporter or a radio or TV host. Seeing yourself on camera helps you to see what works and what doesn't. Note: This is the final segment of a three-part series on crisis communications. Part One is here and Part Two is here. The key once the crisis has occurred and you have handled the immediate response is follow-up. You simply have to stay on top of the residual stories that always occur once events have taken place. Monitor Follow-up must include traditional and social media monitoring to stay abreast of both favorable and unfavorable reaction. This is not just to see if you passed, but whether there are additional fires to put out that may have gone unresolved. Follow-up must also include monitoring your own response, numbers of customers or stakeholders affected, pace of recovery, new problems, etc. The immediate crisis may be over, but the long term solutions may take time. The Mack team is busy unpacking boxes and moving furniture as we settle in at our new office home in Naperville. We're not all that far from our previous office, so we remain ideally located for quick response to clients in the western suburbs as well as the city of Chicago. Moving gives us with the opportunity to toss old files, notes and folders from successful projects of the past, so that we can focus on the new challenges of today. We continue to develop new and innovative ways to help our clients tell their story, whether through social media, video or more traditional public relations strategies. We're also doing more media training and coaching. As difficult as any office move can be, we're glad it's almost over, and we look forward to meeting your needs from our new location in the months and years ahead. Let us know how we can help you! Contact us today. You'll usually find it's better to speak with a reporter than keep silent, particulary when others who are speaking could cast you or your organization in a negative light. Saying, "No comment," can make you look guilty or as if you have something to hide. But, there are times when refusing an interview request may be the best approach. Herman Cain's battle over sexual harrassment charges has continued to evolve as more women go public with their allegations. Cain has tried in various ways to answer the questions, including a news conference much of the media carried live, but has yet to put the matter behind him.
It's easy to assume Cain will not survive these allegations. Easy, but it would be a mistake. Source: Chicago Tribune The stories involving Republican Presidential candidate Herman Cain concerning allegations of sexual harrassment are falling into a predictable pattern. They also provide a lesson or two on crisis communications. First, Cain was on the defensive, saying he was falsely accused. Later, in a series of media interviews, Cain offered shifting accounts of what he says happened while he was president of the National Restaurant Association. He also said at first that he knew nothing about any settlements with his two female accusers, then said one of the cases may have been for two or three months' salary. |
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