Posts Tagged ‘crisis’

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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.

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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.

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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.

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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.

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Social Media a Vital Tool in Crisis Planning

Thursday, October 21st, 2010

Interactive Springboard Provides Solutions to Integrate Social Media in Crisis Preparedness and Communications Plans

Knoxville, Tenn. — According to a recent survey of Tennessee professional communicators, 77 percent say it is “very true” that social media is an integral part of crisis communications planning, but those same professionals say a large gap exists between social media’s importance and how well their own organizations are using it for crisis communications.

Interactive Springboard – a joint venture between Tennessee-based Mary Beth West Consulting, LLC and Blue Media Boutique, LLC – conducted the study of social media attitudes and utilization by Tennessee members of the Public Relations Society of America (PRSA), with research provided by Bryant Research.

The survey reflected wide gaps between the important role professional communicators think social media plays in a variety of ways and how well organizations are actually using social media – from product testing to employee training and comment monitoring. 

However, no greater gap existed in importance versus actual usage than of social media in crisis communications.  Crisis communications plans are critical for companies and organizations to have in place to manage emergencies such as natural disasters, facility or site-based accidents, product failures or recalls, and sabotage and terrorist attacks, to name just some of the situations that can arise.

“We found survey respondents indicated a high degree of general uncertainty about many aspects of social media – how to use it in relation to traditional media, how to measure ROI, and whether government regulations are a consideration, for example,” said Mary Beth West, a public relations agency consultant. 

“But among all the hot issues in how to apply social media effectively, crisis communications proved to be the biggest stand-out,” West said.  “In short, Tennessee communicators know social media in crisis planning is very important, but they may not have all the experience, tools or resources at hand to apply it effectively.”

Interactive Springboard recommends three steps organizations should take to apply social media in their crisis planning:  research, integrate and update.

The research step involves taking an assessment of all the ways social media can provide faster, more effective lines of communication in a crisis scenario – from alerting team members internally about steps needed to contain a crisis to broadcasting updates to outside audiences like media or community members about necessary safety precautions. 

“You have to involve all members of your management team – from the CEO to marketing and communications, technology, human resources and operations,” said Tori Rose of interactive firm Blue Media Boutique, LLC.  “Gathering the team’s collective input and understanding about social media’s potential role is a major part of the research process, just as it’s important to understand key audiences, their concerns in the crisis and how social media can help them.”

The next step – integration – involves applying social media tools throughout every logical piece of the crisis response plan and making sure the full potential of social media is used both to contain the crisis itself and to keep all impacted audiences informed to safeguard lives and property. 

For example, developing an action plan to engage a Twitter feed to broadcast situational updates can be a key part of keeping employees and family members, communities and media reporters in-the-know and to prevent the spread of rumor and false reports.  Accurate, timely information flow is also a critical factor in preserving as much of the organization’s reputational equity as possible during the crisis and in its aftermath.

The third step – update – is an essential, ongoing process of making sure that the organization keeps the most up-to-date communications technology involved as part of its crisis plan, particularly as social media tools and applications continue to evolve so quickly.

“We recommend organizations revisit their crisis plan at least every six months for the express purpose of making sure the selected social media tools and applications for its plan are still as relevant as possible,” Rose said. 

“This review process also helps keep the other pieces of the plan – general procedures and action steps, chain of command and all of the who’s-doing-what – fresh and top-of-mind,” West said.  “The last thing you want in a crisis situation is a plan that nobody has really even looked at in several years.”

The public can access a free downloadable white paper on the Interactive Springboard study of Tennessee communicators at http://www.interactivespringboard.com/. 

About the Survey Methodology
This census survey of Public Relations Society of America (PRSA) members from across the state of Tennessee was conducted online from June 16 to Aug. 6, 2010.  Members from the following chapters participated in the study:  Nashville, Knoxville/Volunteer, Chattanooga/Lookout, Memphis and the Tri-Cities.  In addition to the core questions highlighted in this release, each chapter had the option of appending proprietary questions of specific interest to the local membership.  The survey achieved an overall response rate of 24 percent and provides unique insight into the opinions of those whose day-to-day responsibilities include managing all manner of media, including social media.

About Interactive Springboard
Interactive Springboard is a joint venture between women-owned firms Blue Media Boutique, LLC and Mary Beth West Consulting, LLC, providing an integrated, research-based approach to social media, supporting client communications and business objectives.  http://www.interactivespringboard.com/

About Blue Media Boutique, LLC
Based in Knoxville, Tenn., Blue Media Boutique provides creative, technology and marketing services, including design, development, animation, video, illustration, branding, print, e-commerce, database, CMS, search optimization, copywriting, promotions, events and campaigns. http://www.bluemediaboutique.com/

About Mary Beth West Consulting, LLC
Based in Maryville, Tenn., Mary Beth West Consulting, LLC advances clients’ communications, relationships and reputations to meet business and organizational objectives.  The firm’s services include research strategy, integrated marketing communications campaigns; media, community and employee relations programs; interactive media strategy and program management; crisis preparedness; and special events.  http://www.marybethwest.com/

About Bryant Research
Based in Knoxville, Tenn., Bryant Research managed the Interactive Springboard study.  The company provides custom, proprietary research to clients across a number of industries. Bryant Research has produced award-winning market research counsel, employing a custom blend of quantitative and qualitative methods to inform clients’ marketing communications programs and to facilitate the best business decisions.  http://www.bryant-research.com/

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When the Wheels Come Off: Avoiding Management Silos a Must in Crisis Planning

Thursday, May 20th, 2010

MBW photo 2007--Resized small for blog use    By Mary Beth West, APR

One of the most common foul-ups that organizations encounter in crisis response – apart from not having a crisis plan itself – is a lack of internal teamwork and collaboration.  The result: a crisis rages on while those in charge of responding to it encounter their own self-created roadblocks, fed by a lack of internal communication, information-sharing and mutually agreed-upon roles.

Here are some elements of this problem and how to deal with them:

  • Effective crisis planning and response can’t happen in a silo.  If a company’s operations and communications departments haven’t worked hand-in-hand to create their crisis plan from the outset, then the company really doesn’t have a functional plan at all.  On the Ops side, every front-line employee may initially know where to go and what to do if an emergency ensues.  However, if communications processes and information flow start breaking down either interpersonally or through media channels, then operational processes can be hindered, if not completely derailed.  Which makes the case for the next point:
  • Adequate crisis communication is not limited to media relations.  While it’s critical to have an information-management strategy in place for media coverage of a crisis, modern crisis plans don’t treat traditional media as the silver bullet for adequate communications response.  This reality is particularly true with online and social media so prominent now. 

For example, if managing employee communications is not treated as a top priority – if not the top priority in the early crisis stages – then the company risks losing support from its best pathway out of the crisis: well-informed, focused, loyal employees.  Direct outreach to employees (and, possibly, to their families if a crisis involves employee safety), customers, community members, investors / donors and other stakeholders should be included in the plan, with a system for reporting updates and ongoing developments.

  • Operations is in charge of actions, while Communications is in charge of messages – and in a crisis, these two functions must be in sync.  A brilliant communications strategy won’t quick-fix a company’s reputation if Operations can’t resolve a fundamentally broken product or service – and it shouldn’t be expected to.  The public generally forgives problems that are solved through a definitive, visible and well-communicated course of action, even if it takes awhile.  On the flipside, the public is categorically unforgiving of being played as fools with a “move along – there’s nothing to see here” type of message, intended to downplay obvious product or service failures.  When things aren’t going smoothly and a company faces a high-risk communications void, this next point can be helpful.
  • When communicating about a company’s crisis response efforts, it pays to get specific – conservatively.  Don’t just say, “We’re taking every measure to address the problem” and leave it at that.  Doubtful customers, investors, media and members of the public won’t necessarily take management’s word for it, particularly for prolonged time periods. 

Spell out what’s being done at an appropriate level of detail.  Use this opportunity to manage public expectations.  If the problem is complex, explain why – at least at a high level.  Don’t skew reasonable expectations by suggesting there is a simple solution or by speculating on unknown factors.  Instead, explain action steps being taken incrementally, and report significant measures toward a crisis resolution that demonstrate progress.  Yet again, close teamwork between internal departments is critical to know what, when and how to communicate. 

  • In everyday work as well as in crisis mode, the CEO is essentially a company’s Chief Reputation Officer and must lead the team accordingly.  Corporate reputation in the wake of a crisis isn’t repaired nearly as much by what the chief executive says as how he or she leads.  Part of that leadership requires the CEO to be sure the entire management team is working together collaboratively to resolve a crisis without individual people, departments or divisions resorting to turf-protection or isolationism.  CEOs must hold their executives accountable not to stymie the work of other team members with counterproductive behaviors.  A thoughtful crisis preparedness plan will spell out team crisis-resolution roles and processes in advance to help prevent infighting or internal information bottlenecks, which only serve to exacerbate problems. 

Crises are chaotic enough without the added burden of internal management inefficiencies.  When CEOs and their teams understand challenges that may arise and work together to resolve them, then the real crisis issue at hand can be tackled quicker, with less reputational and financial fallout.

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Media Relations: What Works (Part 2)

Tuesday, May 18th, 2010

Tyra Haag--Resize small    By Tyra Haag

To continue last week’s recommendations for managing a strong media relations program, consider the following additional points:

-Understand media outlets’ decision-making:

  • If your story doesn’t air or get printed on the day they say it will, gently find out what happened and determine if there is an alternate plan for it to be carried. 
  • If a reporter or outlet has committed to attending your event, but doesn’t show up, find out why, but don’t behave in a blatantly upset manner. All newsrooms have a “board” of what they plan to cover that day—sometimes particular events or stories make the chopping block due to last-minute scheduling changes, breaking news or even crisis events that take precedence.
  • Every paper and TV station can’t cover every story you pitch, so don’t play your hand too much.

-Come prepared:

  • Have a media kit ready at all events, and always be on time.
  • Prepare talking points for your client, CEO or other spokesperson well before an interview, and if needed, run through a practice session or two to help that person prepare for on-air / on-the-record interviews, particularly if the subject matter is complicated or sensitive.
  • Be known for your good follow-through—return each and every phone call or e-mail in a timely manner.

-Be social:

  • According to the latest Infinite Dial study by Arbitron and Edison Research, the Internet has surpassed TV as the “most essential” medium.
  • All news outlets and most media personalities use Facebook and Twitter daily. Request to be their friend and start following them on Twitter. Pay attention to what they discuss and how they cover certain situations.
  • Give kudos when you really mean it, especially if a story has affected you in a certain way, but be sincere about it. Brown-nosing is not the way to keep in touch.

-Be a resource:

  • Send non-client related info when appropriate if you think it’s newsworthy.
  • If someone from the media calls asking about another organization in the area that isn’t your client, be helpful and guide them to the appropriate contact. 

-Show your appreciation:

  • A card, cookies or a lunch date are great ways to show your gratitude.
  • Accompany clients to interviews (when appropriate) to get some quality face-time and to inquire on whether or not anything else is needed.
  • Remember to thank them for covering your story.

In a nutshell, any organization’s relationship with the media is not a one-way street. You must give in order to receive, or as Jerry McGuire implored, “Help me, help you!”

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Yikes. If you thought you were having a bad week at the office . . .

Tuesday, March 30th, 2010

By Mary Beth West, APR

I’m counting my blessings this week that I’m not in the shoes of Nestle’s MarCom Department.  With that said, however, I’m in the public relations business.  And if you’re not an avid student of real-world case studies for guidance on how to handle your own next “really bad week” at the office, then you don’t belong in this profession.  So I’m paying attention here, because this one’s a doozy.

As you can read from The Wall Street Journal piece, Nestle is getting swarmed on the social media front by Greenpeace and Greenpeace wannabes over the candy company’s selection of palm oil vendors (of which the greens are no fans, quite apparently – read for yourself the details). 

With Nestle now counting 95,000 fans on its Facebook fan page – “now mostly protesters,” as the WSJ reports – the question has to be asked:  With “friends” like these, who needs enemies?

Note to self: add to client crisis management plans without fail a Plan B, C and D for when activist groups hijack your client’s fan page.

The WSJ article closes by saying “Marketing experts are split as to whether the company should simply shut down its Facebook page,” citing a few sources on either side of the argument, with one saying that doing so would “cut off all lines of communication” (to which I disagree, since Facebook is a great tool, but come on – it’s not the alpha and the omega of all public contact as we know it); another source saying “The damage has been so done, it might not be a bad idea to shut down the page and start over” (to which I ask the obvious follow-up question – what’s going to keep activists from simply doing the same thing all over again on the new fan page or wherever else?). 

So this is our world, and very few folks in even the highest levels of corporate marketing are used to it yet. 

In this world, the corporation has limited control of messages pertaining to their own entities in the good times and, seemingly, very little to no control in the bad times.  Social media platforms are a shared stage with the rest of the world, and everybody gets a backstage pass, regardless of whether they’re groupies or stalkers.  But you know what?  It ain’t going away. 

To Nestle’s credit, I truly think they are fighting the good fight here, trying to use some restraint and navigate this highly public, ugly situation with some class.  As their spokeswoman was quoted, the company wants to show “we are listening, which we obviously are, while not getting involved in a shouting match.”  Amen to that.  It’s a slippery slope between a level-headed, well-balanced response to criticism and suddenly realizing you’re in a place you don’t want to be – particularly when you’re operating from a supposition of corporate niceness and you’re dealing with a freewheeling, black-ops type of communications insurgency that delights in shock-value.

My final take-away from the temporary sanctuary of the sidelines is that these horror stories don’t give any of us a pass from deepening our engagement in social media – using the judgment of true professionals in how to take the high road, particularly in the face of fringe elements and tactical offensives.  After all, if there’s a battle being fought out there – and there always is – you can’t win it if you don’t show up.

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In this economy, employee engagement proves to be a critical investment

Tuesday, November 10th, 2009

By Mary Beth West, APR

Knoxville law firm Wimberly Lawson Seale Wright & Daves  hosted its 30th annual employment and labor update conference Nov. 5 and 6 – and for us, it was an eye-opener. 

The legal hurdles that any company has to navigate just to be in business are daunting enough. But this conference provided insights into the labyrinth of federal and state regulations that only seem to be getting more complex these days, just when companies need fewer costs of doing business – not more – to stay afloat and to maintain viable jobs for their employees.

Our own interest in attending the conference focused on our client work in employee communications. What we learned from Wimberly Lawson served to reinforce that companies need to take a strategic look – now more than ever – in developing positive, strong and truly engagement-driven relationships with their employee bases.  Doing so can provide ROI-driven outcomes not only on the productive side (higher product / service outputs and quality, etc.) but also on the preventative side (less unionization, fewer workplace conflicts, more effective crisis response, etc.). 

We enjoyed getting to know the attorneys and staff at Wimberly Lawson – quite an impressive firm – and look forward to other events in the future.

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