Posts Tagged ‘crisis’

Penn State’s Crisis and Cultures of Denial

Thursday, November 10th, 2011

By Mary Beth West, APR

Dominating the news since last weekend, the alleged Sandusky crimes and the deep implications for Penn State’s leadership are opening a lot of eyes at iconic institutions across the country: 

Could the same thing happen here? 

If confronted with the deepest and most disturbing allegations of criminal wrongdoing among one of our own – particularly when that “one” is a stalwart figurehead – is our leadership and our culture such that we would do the right thing morally and legally, regardless of the near-term ugliness and damage to the institutional brand?

Every organization should take some serious time well-spent and ask itself these questions.  

Looking at another institution’s misfortune, it’s easy to say, “How could they ever have let that happen?”  (It’s always “they,” right?)

In truth, however, there are many cultural nuances within large institutional settings – be they academic, governmental, corporate or otherwise – that place major obstacles to dealing with these kinds of crises in a timely and effective way. 

It’s certainly not a free pass for making bad decisions, but it’s purely a reality – and as such, it’s something that organizational leaderships must be in tune with and show appropriate judgment and character to manage appropriately, whenever circumstances demand. 

Human instinct almost always is to go through phases of disbelief, denial and hope against hope that if an ugly secret is ignored, it will go away.  As is well-documented, it never does.  Deflection of the truth is generally the next phase . . . “he didn’t see what he thought he saw,” “there is an underlying agenda driving the accusations,” “it’s all a big misunderstanding,” etc., etc. 

That human instinct-based reaction is allowed when it lasts about 30 minutes.  Months, years or decades is quite another matter entirely.  All organizations — collegiate institutions in particular, in light of this case — must fight like crazy the elements in their own cultures that allow these types of instincts to manifest themselves and do their untold damage. 

In particular, managing the additional layer of complication tied to legendary — even mythic — programs and individuals must be dealt with and overcome, and it takes true leaders who hold a real grasp of the risks at stake to make that happen.

Penn State’s board had better pull out all the stops to right the ship to whatever extent doing so is even possible at this juncture.  The president and head coach ousters are only starting points on a road that may take as many years to recovery as they took in the perpetration of Sandusky’s alleged crimes.

 

10 Years Later

Friday, September 9th, 2011

By Mary Beth West, APR

As the nation closes in on the 9/11 decade-mark remembrance this weekend, I’m trying to prepare for the emotion that undoubtedly will be part of the next two days.

My Sept. 11, 2001, experience mostly played out behind the wheel of a Chevy Blazer throughout Roane and Morgan counties, visiting rural bank branches that were part of the Union Planters Bank / East Tennessee Division, where I served in regional marketing at that time. 

The branch visits were part of a project that had been scheduled for several weeks, and as I listened in shock to all the events unfolding over the Knoxville-based radio stations in my vehicle, the entirety of that day took on a twilight-zone quality.

Looking back, it seems odd that I even attempted to continue through my scheduled visits with branch managers and staff, given what was transpiring.  Truthfully, I didn’t know what else to do, and I don’t think my co-workers did, either. 

Obviously, instead of focusing the meetings on branch promotions and customer service strategies, as had been planned, the conversations suddenly turned to more urgent matters of what was happening in our own backyard.  As I walked into one branch, someone was speculating that a plane might be headed to the near-by Oak Ridge National Laboratory and Y-12 National Security Complex.  More close to our business at hand, bank customers were already starting to filter into the branches, pondering whether to withdraw large sums of money, presumably to keep in “safer” places. 

In the moment, no one really knew what was going to happen next or what the implications would be.  By mid-afternoon, I was back in my downtown Knoxville office, receiving and redistributing communications from UP’s Memphis-based corporate office to help guide branch managers and customer service staff in advising customers as to the security of their deposits. 

Throughout the day, I only saw through my computer still photos that were being posted on some of the national news sites of what had taken place that morning.  It wasn’t until I arrived home that night at about 6:30 that I saw the actual video footage of the WTC airline impacts, which only deepened my state of shock in how our society would be forever-changed.

All the while that day, my husband Charles — a Chevrolet dealer — was trying to manage our family’s own extension of the crisis.  His parents were actually inside the U.S. Capitol Building in Washington, D.C., on the morning of 9/11, on an automotive industry legislative trip.  They saw for themselves the vast column of smoke rising from the direction of the Pentagon as they were evacuated in a veritable panic-like atmosphere to the streets outside the Capitol (the directive from Capitol security staff to everyone exiting the building was “Do Not Walk . . . RUN!”). 

With the shut-down of air travel that day and the fact that every rental car within a vast radius of the Beltway was immediately spoken for, Charles made haste over the phone – not knowing minute-to-minute what else might befall our nation’s capital with his parents stranded there – to purchase a vehicle off the lot from a D.C.-area dealer friend so that his folks could drive themselves home.

As we later learned, the presumed target of United Airlines Flight 93 that crashed in Pennsylvania was the U.S. Capitol Building, where my parents-in-law had been that morning.  The enormity of that knowledge has never escaped me, along with overwhelming gratitude to the men and women on that flight who sacrificed themselves to avert an even greater disaster. 

While my family experienced a personal near-miss that day, the thousands of individuals who experienced one or more direct losses remains staggering. 

I won’t forget conversations in the days that followed with my dear friend and long-time mentor, David Bicofsky, who served then as the school-community relations director for the Teaneck, NJ, public school system, located about 10 miles outside of Manhattan – and his relating the school system’s efforts to arrange grief counseling for students and staff whose parents, spouses or other family members were lost at Ground Zero.  Dave’s description of those days as “surreal” echoed mine, only about 20-fold given his proximity, particularly as he walked from his office to the parking lot one night that week with what seemed like legions of U.S. fighter jets streaking across the Jersey sky at low altitudes, patrolling Manhanttan’s airspace. 

The experiences of those days, weeks, months and the years that have followed will never leave this country’s citizens.  As a nation, we find ourselves in a place politically right now that’s tough, full of a level of internal vitriol that seemed unthinkable during our time of greatest immediate crisis 10 years ago.  I hope the next few days will serve to reconnect our leaders to some unified sense of purpose and reality.  We need it.

Remote and Off-Site Resources Critical in a Crisis

Thursday, April 28th, 2011

By Mary Beth West

This week’s flooding in the Midwest and tornados throughout the Southeast should remind organizations of all stripes to include in their crisis plans adequate off-site information and management resources. In some cases, that can mean WAY off-site.

When a company’s facilities are plowed over by a natural disaster that also impacts the larger geographic area, it can throw things into a tailspin that lasts for days or weeks.

Some recommendations:
• Provide employee contact information hard copies to the management team – and perhaps to all of the employee base – to keep at their personal home locations, in the event that employees cannot make it in to the office and need to contact their supervisors or team members. Hard copies help do the trick when power outages or electronic system interferences may render an electronic database inaccessible at one’s home.
• Consider setting up a Yammer account (www.yammer.com) or speak with your IT professional about proprietary capabilities that offer the same kind of social network communications that are closed to people outside the company.
• Scout out one or more off-site locations with office / meeting space and communications capabilities to set up temporary operations, as well as a command center and media center, as a situation might necessitate.
• Partner with your IT provider to make sure computer system back-ups take place daily, with data storage in more than one off-site / out-of-market location.

This list is only a partial set of considerations . . . there are many more. The best way to anticipate as many as may apply to your organization is to conduct a thorough review of potential circumstances and challenges that may be faced in a crisis, including a natural disaster, and get down to the nuts and bolts from there.

Being Proactive Versus Reactive is Key

Wednesday, April 27th, 2011

By Amy Schwinge, MAOM

As we continue to discuss crisis communications this month in the Mary Beth West Consulting blog, I wanted to focus on the importance of a company or organization being proactive versus reactive during a crisis while being transparent.

From my experience, an organization must have a crisis plan in place before a crisis happens.  If a plan is not in place when a crisis occurs, irreversible damage more than likely will transpire.  It is kind of like the cliché, “you never get a second chance to make a first impression.”  You must have an extensive communications plan for any type of crisis that could possibly take place, so you literally can fill in the blanks if and when a crisis becomes imminent.

During a crisis, time is of the essence, so you aren’t able to make plans after you are in the middle of a crisis; you immediately are thrown into action mode.  It is imperative that you execute your plan and control the messages.  If you get behind in this scenario, it is difficult to catch up and change any perceptions that already may have been created. 

This reality is especially true in this day and age of social media and instant communications.  Gone are the days of getting ready for a “grand” announcement as you will see chatter immediately on social media sites, such as Facebook or Twitter.  Respond as soon as possible—don’t wait. 

A perfect example of a company not completely ready for a crisis was the infamous incident when a couple of Domino’s Pizza employees posted a YouTube video of themselves doing gross stuff to food they were preparing for delivery.  The video spread like wildfire on social media sites within hours. 

Domino’s did get the videos removed from YouTube and posted a counter video on YouTube with its president acknowledging the isolated incident and the company’s response.  However, Domino’s had to create a Twitter account to respond on that platform.  Since the incident occurred close to the inception of Twitter, many prominent brands like Domino’s had yet to establish a presence there. 

Most companies today already should have a Twitter account with a strong following and should use social media before a crisis, so that they are ready to respond quickly through these outlets.

An organization’s response to any crisis from an internal scandal to a natural disaster directly influences how the organization is perceived after the dust settles.  Being proactive versus reactive in a transparent manner will make all the difference.

Another Look at the BP Oil Spill

Tuesday, April 19th, 2011

By Joe Bogardus

Unbelievably, it has been a year since the horrific BP Deepwater Horizon explosion in the Gulf of Mexico and the start of the largest oil spill ever experienced in the United States.

As the unfortunate drama unfolded, as a communication professional, I watched as BP mounted a response reflective of its mammoth proportions to address the crisis. After some initial floundering, as the company tried to get a handle on the scope of the accident, its communicators did yeoman’s work in deploying various vehicles in an attempt to tell BP’s side of the story.

They purchased hundreds of TV spots using Gulf natives working for BP espousing the company’s commitment to do the right thing. They assembled (and still have functioning) an impressive website detailing the company’s actions and ongoing commitment to restoring the Gulf. They earmarked billions (with a little arm-twisting from the President) to honor claims from affected residents.  They assembled an array of social media tools to deploy the company message. The CEO went to Congress and apologized as he should.

In the end, they spent millions and millions of dollars doing many of the things most professional communicators would suggest to their clients.

Personally, however, I do not think it was enough. It wasn’t the BP communicators who failed. In my mind, the event was so large and the radius of its impact was so great that any BP message was overwhelmed by the circumstances. Plus, on top of the unprecedented nature of this long-term incident, the former CEO and other management leaders of BP consistently gave detractors ammunition to shoot down the company’s best efforts with a host of impolitic remarks. 

Going forward, the solution for the brand must be to continue substantive efforts for the foreseeable future communicate about those efforts, avoid perceptions about placing profit over distribution of continued relief, and, hopefully, over time mitigate the negativity now associated with the BP brand.

The “Smoldering” Crisis: What to do when a crisis situation slowly unfolds

Monday, April 18th, 2011

By Mary Beth West, APR

Fires.  Explosions.  Crashes.  Natural disasters.  People dead or injured.  Business operations destroyed or seriously impaired. 

When most people think of a company crisis, visions of these types of immediate and overwhelming scenarios often run through their minds.

But what about crises that are slow-moving?  The ones that you can see coming from a mile away yet cannot stop or avert, and upon arrival seem to last an eternity, all the while continuously generating all the wrong headlines as well as all forms of negative attention?

In the profession, we often call these “smoldering crises” – ones that ignite a very slow and steady burn.  Examples include situations involving government regulatory actions, litigation, product recalls, investor or consumer activism, and the list goes on.

Companies and organizations should consider these types of possible scenarios as they formulate and regularly review their crisis management and communications plans.  Just as they should in sudden emergencies, management leaders should keep a proactive mindset when considering how they deal with these types of situations.

Some tips for managing a smoldering crisis:

  • Keep your head out of the sand, and deal with pending situations head-on.  When the possibility of the slow-moving crisis first starts appearing on the horizon, don’t treat it as an aberration that’s bound to amount to nothing.  Valuable planning and response time will be lost when that assumption is proven not to be the case.
  • Get a handle on the crisis scope and potential brand impact.  Understand the mindset of the stakeholders who will be most immediately impacted, taking into account the concentric spheres of influence that each stakeholder group also reaches through their own communities, traditional media, social media, etc.  Don’t be hesitant about using market research ahead of the game to start testing messages as well as public reactions to certain policy stances.
  • Develop the operational and the communications response.  Capture the probable sequence of events expected to unfold in a timeline, then process-map specific actions and messages that should follow accordingly.  Stay flexible and immediately responsive as circumstances change, perhaps unexpectedly. 
  • Make sure legal and communications teams work together effectively.  The CEO has to drive the train here and create an environment in which both areas of expertise are engaged, hold an equal seat at the table and can arrive at reasonable solutions that neither enflame liability risk nor destroy reputation through a policy of non-communication.

Smoldering crises have every bit as much the potential to inflict long-term reputational and financial damage as ones that happen in an instant.  Stay in tune with your organization’s risks for these events, and as always, don’t wait to do tomorrow what you can do today to prepare and respond.

Team Reflections on Japanese Culture in the Face of Crisis

Tuesday, March 15th, 2011

By Mary Beth West, APR

Like the rest of the world, all eyes here at our company have fixated on Japan since last week.  Earthquake-driven natural disasters have taken an unbelievable toll worldwide throughout the past decade. 

Apart from pulling out checkbooks and supporting the relief effort, the best most of us can do is to observe and learn as many lessons as possible from what we’re witnessing.

A few interesting elements of the Japanese response are rooted in the culture.  Our co-worker, Joe Bogardus, worked as director of marketing communications for Eastman Kodak’s Japanese Region based in Tokyo during the late 1980s.  Among the observations he has shared with our team:

  • It’s encouraging to see the level of worldwide aid not only being offered but also being accepted by Japan.  “During the Kobe quake disaster in 1995, the Japanese government did not accept gifts from other countries, by and large,” Joe said.  “This is a hold-over from the isolationist days before the arrival of Admiral Perry and a sense of duty the government feels to protect the people.  Japanese culture also dictates when receiving a gift, you must give a gift in return of greater value. So there is hesitancy on the part of the Japanese to get into a gift reception cycle.”

“I think their current government is realizing that this potentially is a crisis that will reach beyond their borders, and they need help from as many people as possible,” Joe said.  “From what I have seen and heard, the Japanese are welcoming assistance not only from allies such as the U.S., but also from their regional and ancient rivals – the Koreans, Chinese and others as well.”

  • As the Fukushima Dai-ichi nuclear power plant situation has become an unfolding disaster all its own, the way that information is being managed by the Japanese government will probably prove to be another element that crisis managers will use as a future case study. 

“It’s not surprising to see the Japanese prime minister or cabinet-level ministers serving as the primary spokesperson during the crisis, unlike other disasters such as the BP oil spill, where here in the U.S. we routinely heard from multiple spokespersons within our government and the company itself,” Joe said.

Joe said it’s also worth closely observing how much information is coming from the front-line levels of the nuclear power plants.

“In Japanese culture, you don’t want to be the bearer of bad news,” he said.  “To do so traditionally translates into an ‘I’ve failed’ subtext, and the associated stigma means that you’ve brought dishonor not only upon yourself and your organization, but also on your entire family.  It’s a pretty tough cultural element, and it will be interesting to see how – or if – this social norm is playing itself out in terms of how much accurate information on the severity of the situation is making its way up the Japanese government chain of command.”

For the sake of public safety, it’s our hope that as complete and as accurate an information flow will take place throughout the days to come.

True PR: The Power of the Relationship

Tuesday, February 1st, 2011

By Amy Schwinge, MAOM

Have you ever worked with a vendor or colleague via phone or e-mail for a period of time, then one day had the chance to meet that person face-to-face?  Isn’t it nice to be able to put a face with a name and get to know the people you work with on a regular basis? 

I thoroughly enjoy getting to know the people I see every day in the office and the people I work with by phone and/or e-mail.  From my experience, I truly think it helps the camaraderie and teamwork to get to know each other better.

I think the same can be said for public relations.  The power of the relationship is essential for practically any business or organization to be successful.   In my current position at Mary Beth West Consulting, I focus a great deal of my time on media relations, which is just what it says—relationships with media.  I try to make a concerted effort to get to know the members of the media who I work with on a regular basis—either in person or via social media.  I genuinely enjoy getting to know them, and it is amazing just how much we usually end up having in common.

According to Drs. Jim and Lauri Grunig and Dr. Linda Childers Hon, there are six qualities to examine when quantifying relationships—“whether in an organization and its publics or a just personal friendship.

  1. Trust: You must feel comfortable making yourself vulnerable in the relationship. You have to give up some control.
  2. Satisfaction: What you put in equals what you get out — you’re not always giving.
  3. Commitment: Especially in times of crisis, both parties are in it for the long haul. It’s loyalty.
  4. Control mutuality: Both parties have a say in the relationship. One side isn’t walking all over the other.
  5. Exchange: If the relationship is built on “this for that,” it’s an exchange relationship.
  6. Communal: If the relationship is built on “what’s more important for the relationship and not for your self-interest,” it’s a communal relationship. This is what ethical PR practitioners strive for and what social media is making easier.”

I think the key to a meaningful personal or business relationship is to keep it real.

In Today’s Era of the Mega-Crisis, Social Media a Critical Tool

Thursday, December 9th, 2010

By Mary Beth West, APR

Our Interactive Springboard team presented a webinar this week to members of the National Association of State Technology Directors, on the topic of social media in crisis planning and response.  

NASTD, whose purpose is “to advance and promote the effective use of information technology and services to improve the operation of state government,” represented a great audience for our message. 

IT professionals can have a significant say in how technology is used for crisis planning, so we appreciated the opportunity to advocate for the strategic use of social media . . . not only to contain and respond to crises but also to prepare for and even help prevent crisis situations at their source.

As we look back, 2010 has been a year of remarkable crisis events, both locally for us in Tennessee (the Nashville floods) and at the global scale (the Gulf oil spill, WikiLeaks, ongoing acts of attempted terrorism, etc.). 

When it comes to trends to watch in 2011 and beyond, effective integration of social media and online communications into crisis plans stands as one of the critical sources of value public relations professionals can and should offer their organizations and clients.

One of the points we made during the NASTD presentation:  Don’t allow the perceived magnitude of a crisis planning endeavor overwhelm you or your team. 

Feeling overwhelmed often leads to doing little or nothing – and then human nature kicks in, with denial (“A crisis can’t really happen to us”), procrastination (“I’ll start that project next year”) and defeatism (“This is way too complicated, so let’s just forget it”) often solidifying inaction, with sometimes tragic results when a true crisis does come along.

Tori Rose on our team made one of many excellent points in the presentation: “If you don’t have a social media presence, then LOTS of conversations ABOUT you are taking place WITHOUT you.” 

And in a crisis, that’s one of the last things you need happening. 

So whether you work for a government agency, a non-profit, or a company, take a look at what social media can offer your crisis plan.  Our team would be delighted to help.

Post-Election Vents, Rants and Avoiding the Slippery Slope

Wednesday, November 3rd, 2010

By Mary Beth West, APR 

Almost as interesting as the election returns themselves last night have been the social media posts from far and wide today, ranging from “Yay, Team!” to instructing the majority where they can put their vote.

Just as a follow-up observation from our “In the Profession” post yesterday (“Politics – If it Ain’t Ugly, It Ain’t Working”), the Facebook and Twitter transom today offers a great example of the marketplace of ideas in full swing, from happy to ugly to everything in between.

Sometimes, we have to put on our Teflon to wade through it.

I saw one post this morning from a Facebook friend of mine – someone from my high school yesteryears – who was displeased with the election results, to the extent that he offered an expletive-laden argument likening conservatism to racism.

This same Facebook friend posted a far more upbeat, affirming message less than 24 hours before, saying “Good afternoon. . . . Vote, vote, vote. It is your right, it is your voice.”

Interesting how sentiments can turn on the voice that’s heard. It’s also tough to be on the receiving end of opinions that are just as offensive by what they blatantly say as they are frustrating by the risks and downsides of trying to respond to or counter them in a dialogue that is personally acceptable.

Which underlies my point: a big decision comes when deciding if / how to engage with controversial online conversations – knowing that whatever is written becomes part of one’s permanent Internet fingerprint. The marketplace of ideas offers incredible freedom (you can say what you want to say) alongside a harsh reality (you have to live with what you’ve said).

We urge everyone – from individuals to organizations – to keep that last point in mind, whether they’re dealing with a political issue, a crisis situation or any controversial point.

Remember, the conversations and resulting outcomes can slingshot you into a whole different place from where you originally thought you were or have any desire to be. (I’m taking some level of risk myself in placing this very blog post!)

Bottom line: forethought trumps speed of retort as a virtue in the online world, so as you’re exercising your freedom to participate in public online conversations, remember that it can get ugly out there. Exercise good discretion as much as your freedom of expression.