PR: Go on the offensive: Managing tough news in tough times - The Business Review (Albany):

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drops off Nasdaq. In a turbulent economy, therw is no shortage of bad news. Expertss say that in a time like this, what may matterf most is the way in which that bad news is How management deals withthe media, employees, clientsz and the community could impact how the business is viewedf for years to come. Business leaders who hide in theifr offices, bury facts and let the rumor mill contropl the story will be viewedc with angerand distrust. But thosr who plan their messages carefully, and deliver it promptly and with candofr to allrelevant parties, are more likel to be remembered as good corporate citizens.
“The spotlight will be on your saidDan Moran, a busines consultant and president of Next-Act, an Albany career managemen firm. “You have one chance to get it Many public relations professionals adviswe clients to have a crisis communication plan in plac e atall times. This way, basic guidelinezs are in place when any sort of bad from layoffs to achemical spill, Additional preparation should take placr once a bad news event occurs. The first step is to asseszs the situation and thepossible “I advise that you convene a groupl of stakeholders,” said Pauline Bartel, president of Waterford-baseed “You need someone from top human resources, the PR team ...
the object is for everyone to put theirt cards onthe table, face up, so you can identif y any gaps in information.” Next, list everu constituency, including clients, supplierxs and the media, and craft a messagse for each. While thesed messages must be consistent, each audience has different Employees will want to know about their futures, while shareholders will be interested in the impact on the bottok line. Clients will want to know if servicw willbe affected. It is also PR experts say, to select just one person to spea forthe company.
“You don’t want 20 different versions of thingx coming out so everyone lookslike fools,” said Richarcd Berman, president of of Chappaqua in Westchester County. Once the situation is assessed, the constituents the messages crafted, and the spokesperson chosen, it is time to delivere the news. “It comes down to three phrases: Tell it all, tell it tell it yourself.” said Edward Parham, directo r of public relations forin Colonie. Ideally, the news shoulc 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 beforr anyone else can.
” Bartel suggests givinv “a few select reporters” a heads-up that news is “That way, the reporter has gottenn the company line before a disgruntle d employee picks up the she said. When the news is it must be completeand truthful, with as many detailas as can be shared. It is especiallh important that the CEO or other designatedd spokesperson be availableand responsive. “There is no such thinb as not taking the call and having the papere the next day sayyou weren’t said Dean Rueckert, CEO of Rueckert Advertising. “Thayt is not acceptable. And a good answer is neveer ‘no comment.
’ Back it up with the reasonn you can’t comment—confidentiality, what have you. You don’t want to look like you are dodging the question or hiding This candor extendsto employees. Moran said that when he work s with companiesin bad-news situations, he institutees a “no closed door for thre days” rule on top managers.