Online Reputation Management Blog

Interview with Crisis Communications Expert Rob Hayes

We are excited to to invite Rob Hayes, founder and President of Compass Communications LLC, to share his thoughts on our Online Reputation Management blog.  Rob managed communications for Florida’s agency that coordinated response to and recovery from the devastating 2004 hurricane season and headed external communications related to state employees for the Office of Governor Pataki during the response and recovery following the attacks of 9-11 and the anthrax attacks in New York State.

What is crisis communications?

It’s funny how we are always trying to fit everything into a definition or elevator speech.  To me crisis communications is the act of engaging your risk communications plan.  When injury or loss is imminent, occurring or recently occurred all communications are crisis communications.

What are the biggest mistakes you see people and companies make when dealing with the media?  

Not being credible in their statements whether it is in acknowledging their own role in the event, acknowledging the true impact on others or when discussing the future impact and how to deal with it.  In my time working for Governor Pataki, Governor Bush and while running my business, two of the biggest mistakes I’ve seen people make time and again are having the wrong person delivering the message and sharing the wrong information. [Read more…]

Surviving the BBC Scandal

The British Broadcasting Channel (BBC) has long been loyal to its great entertainers.  So many shows and personalities have emerged over the past 90 years, entertaining and informing not just the millions of people in Great Britain, but audiences all over the world.  However, allegations against Jimmy Savile have severely damaged the BBC’s reputation and created a communications crisis for the venerable broadcasting company.

Jimmy Savile, who died last year at 84, was the star of the 1960s and 1970s BBC shows, “Top of the Pops” and “Jim’ll Fix It.”  This entertainer was so dearly loved that when it was suggested that Savile might have been assaulted underage teenage girls, according to the Wall Street Journal, BBC chairman George Entwistle seemed to ignore the overwhelming evidence pointing to the entertainer’s guilt.  Instead of heeding these reports and airing an expose from his network’s own “Newsnight”, Entwistle instead shelved the reports and approved several holiday tributes of Savile on the BBC instead, according to news reports.

Entwistle’s refusal to run the expose was not taken lightly as reports of Savile’s alleged pedophilia spread throughout the world, and an expose about the entertainer aired on a rival network, ITV.   But that one incident is hardly enough to cause the resignation of the BBC’s top executive.  It took another botched news report right on the heels of the Savile issue to truly force the BBC top management to clean house.

“Newsnight– keen to salvage it’s truth in journalism reputation, subsequently decided to pursue a different investigation, reported the Wall Street Journal “… into sex abuse at a children’s home in Wales dating to the 1970s and 1980s…the program appeared to accuse 70-year-old Alistair McAlpine of committing sexual abuse and gave the former House of Lords member no opportunity to reply.”  Later, the Wall Street Journal reported that McAlpine issued a detailed denial and the alleged abuse victim said he had identified the wrong man to the BBC.

Entwistle announced his resignation a few weeks later and the BBC appointed a former journalist who runs the Royal Opera House, Tony Hall, according to the Montreal Gazette.

So what happened? In a few short weeks, the BBC spiraled into a drama suitable for one of its televised shows. Entwistle had only been on the job for 55 days when his tenure was brought to an abrupt end.

Two of the most senior figures at the BBC said Tuesday that there had been “elementary” failures of the organization’s journalism and “appalling editorial judgment” according to the New York Times. “The BBC tells the truth about itself, even when the truth is appalling,” chairman of the BBC trust, Chris Patten said in a New York Times article. The New York Times continues: “(Patten) contrasted the broadcaster’s readiness to clean its stables with what he said had been an opaque and truculent reaction among Britain’s newspapers when confronted by their own scandals.”

Journalists, public relations heavyweights and reputation management companies will debate the appropriate next step for restoring the BBC’s trust and credibility.  What do you think the BBC should do next?

Interview with Crisis Communications Expert Robert J. Fisher

Today’s interview on the Online Reputation Management blog, is with Robert J. Fisher, a veteran public relations executive, counselor and consultant with over four decades of experience in the fields of public relations, marketing, communications and advertising.  Robert is President of Fisher & Associates, Inc. (F&A), a Los Angeles area-based public relations and communications firm which has served a broad range of businesses and industries on local, national and international levels for more than three decades.  He has extensive experience in crisis communications having represented clients both throughout the U.S. and internationally who were in crisis situations.  He is also a recognized expert in this field by the media who he has long served as an expert media information source and analyst.

What is crisis communications?

Crisis Communications is the response that is made to a negative situation that has arisen that threatens to in some way harm an entity (e.g. business, industry, product, person, organization) either by potentially impacting on its livelihood and/or severely damaging its image, reputation, brand or the good will or trust which it has with its primary target audiences.  The response can take many forms but involves the dissemination of information and the influencing of opinion to mitigate the potential harm to the affected entity.  The response can be a short term effort or an ongoing one depending on the length of the crisis.  The type and nature of the response will depend on the strategy that has been formulated for handing the situation.  A critical element in crisis situations is timing with an emphasis on moving rapidly. [Read more…]

What Can Employees Do to Help Their Company During a PR Crisis?

The Latin maxim primum non nocere (translated as “first, do no harm”), a central tenet of medical ethics since antiquity, is equally applicable to employee communications during a public relations crisis.  I asked Deborah Fiorito, President of 20K group and a communications professional with 30 years of corporate and agency public relations experience, to talk about what employees can do to help their company during a PR crisis and this is what she had to say:

The recent Chevron refinery fire in Richmond, Calif., is a great example of how employees can help. I can’t speak for whether Chevron empowers its employees to use or stay away from Twitter and Facebook, but CVX employees did go online and defend their company against people calling for a plant shutdown and an elimination of the Richmond site forever. It was effective and seemed sincere, even to a jaded old communicator like me. I say it, and I teach it: Employees at virtually all companies are stakeholders, either directly (through some kind of stock investment program) or indirectly (you’re employed, so you should theoretically be loyal, right [we won’t argue that point here for sure, because I’m not sure what THAT answer is], so it seems obvious that great management teams would spend time ensuring that employees are their best, most outspoken advocates and ambassadors. And they will do that if they know how to do their jobs well, are told they’re doing jobs well or understand what’s expected of them to improve. And finally, if employees know how their jobs fit into the company’s overall success, they will feel part of a crisis—equally threatened, equally concerned, and just as willing to spread the word that their company intends to find out what happened and fix it so it doesn’t happen again.

I realize that the standard mandate from corporate communications during and immediately after a crisis is: stay offline, read the company’s statements and heed the party line. It’s important for supervisors (who are employees, too) to ask and answer questions, maintain a pulse on the staff, respect their concerns and resist the urge to patronize them during stressful times.

Debbie’s unique perspective empowers companies to think of their employees as potential agents of positive communications, rather than a traditional view of employees as a potential communications risk that needs to be mitigated. I’d be interested in hearing what other PR and crisis communications experts think of this approach…