PR: Go on the offensive: Managing tough news in tough times – Portland Business Journal:

drops off Nasdaq. In a turbulen economy, there is no shortage of bad Experts say that in a time like what may matter most is the way in whicyh that bad newsis communicated. How managemenyt deals with the media, employees, clients and the community could impactf how the business is viewed for yearsdto come. Business leaders who hide in theidr offices, bury facts and let the rumord mill control the story will be viewed with anger and But those who plan their messages and deliver it promptly and with candor to allrelevantf parties, are more likely to be rememberesd as good corporate citizens.
“The spotlighyt will be on your company,” said Dan a business consultant and presidenrtof Next-Act, an Albany career management firm. “Yoju have one chance to get it Many public relations professionals advise clientd to have a crisis communicatiohn plan in place at all This way, basic guidelines are in place when any sort of bad from layoffs to a chemicap spill, breaks. Additional preparation should take placw once a bad newsevent occurs. The first step is to assessz the situation and thepossible fallout. “I advise that you convense a group of saidPauline Bartel, president of Waterford-based “You need someone from top human resources, the PR team …
the object is for everyone to put theitr cards onthe table, face up, so you can identify any gaps in Next, list every constituency, including clients, suppliers and the media, and craft a messag e for each. While these messages must be consistent, each audience has differen needs. Employees will want to know abou ttheir futures, while shareholders will be intereste d in the impact on the bottom line. Clients will want to know if services willbe affected. It is also PR experts say, to select just one persobn to speak forthe company.
“You don’tg want 20 different versions of things cominv out so everyone lookslike fools,” said Richard president of of Chappaqu a in Westchester County. Once the situation is assessed, the constituentds identified, the messages crafted, and the spokesperson it is time to deliverdthe news. “It comes down to three Tell it all, tell it early, tell it yourself.” said Edwarc Parham, director of public relations forin Colonie. the news should be shared with all parties at the same In the age of textingand “news can travel at the speed of an said Matthew Maguire, spokesman for in “You want to deliver your news before anyones else can.
” Bartel suggests givingt “a few select reporters” a heads-ul that news is coming. “That way, the reporterd has gotten the company line beforr a disgruntled employee picks up the she said. When the news is it must be completreand truthful, with as many details as can be It is especially important that the CEO or othee designated spokesperson be availablew and responsive. “There is no such thing as not takin g the call and havinf the paper the next day sayyou weren’ty available,” said Dean Rueckert, CEO of Rueckerrt Advertising. “That is not acceptable. And a good answerf is never ‘no comment.
’ Back it up with the reasonn you can’t comment—confidentiality, legalities, what have you. You don’y want to look like you are dodging the questiohn orhiding something.” This candore extends to employees. Moran said that when he workx with companiesin bad-news he institutes a “no closed door for threre days” rule on top managers.
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