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Managing the Media When Crisis Strikes

Managing the Media When Crisis Strikes. Cari Brunelle Vice President, Public Reputation Services, Jaffe PR Eleanor Kerlow Senior Public Relations Manager, Hunton & Williams LLP March 11, 2010. All About Reputation. Success of any business or organization rests on its reputation

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Managing the Media When Crisis Strikes

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  1. Managing the Media When Crisis Strikes Cari Brunelle Vice President, Public Reputation Services, Jaffe PR Eleanor Kerlow Senior Public Relations Manager, Hunton & Williams LLP March 11, 2010

  2. All About Reputation Success of any business or organization rests on its reputation Want media to portray our lawyers, our firm, and our clients as: Leaders Trustworthy Concerned members of the community

  3. Crisis Can Destroy Reputation in Nanoseconds Crisis – any event that draws intense negative media and disrupts normal business activity

  4. Crisis Can Destroy Reputation in Nanoseconds • Can cost companies millions of dollars to fix

  5. Crisis Can Destroy Reputation in Nanoseconds • Can even put them out of business for good

  6. Client or Community Crisis Examples(Lawyers often involved) Executive accused of fraud SEC investigation Fire in a chemical plant E. coli outbreak at restaurant chain School shooting Plane crash or natural disaster

  7. Lawyer or Law Firm Crisis Examples Layoffs Bad firm financial news, salary cuts, deferred start dates Group departures Discrimination suits Attorney or firm accused of malpractice Attorney accused of a crime Attorney accused of lewd behavior

  8. Stakes Higher: Fast-changing, Fast-breaking, Greater Risk Viral External is internal Comments permanent Blogs fan the flames Global – across multiple time zones Technology always changing

  9. Must Take Action Failure to address or contain a crisis has lasting consequences Still made negative headlines in 2006, after first reports of misconduct in 2001

  10. Case Studies: Law Firms on the Ropes Bad PR: Pillsbury “accidentally announces layoffs on train” Why is Latham silent – getting “Lathamed” Alston & Bird calls layoffs “forced restructuring” WilmerHale describes layoffs as “career advancement program” McDermott Will & Emery “eliminates free coffee”

  11. Case Studies: Law Firms on the Ropes Good PR/ Well Handled: Cadwalader – reporter invited to firm – “no words were minced” Good News Watch: “Katten Moves Start Dates Up”

  12. Case Studies: Law Firms on the Ropes Good PR/ Well Handled: • Hunton layoff story: We did “our own internal stress test” but “you still bank on growth” • Howrey double whammy – strategic responses – “old model is broken” and no comment with info

  13. You Can Take Control You can control the message There is more time than you think Web content and comments can be updated The more you plan and prepare, the chance for better coverage

  14. The Blueprint: How to Do It Right A crisis communications team An internal communications plan A media strategy plan A list of potential weaknesses and plans to address them Updated information, fact sheets, documents on the organization itself

  15. Communications Checklist Get informed of all the facts Pull together communications team and decide on spokesperson Weigh risks – play out scenarios Choose whether to do interviews or only issue a statement Determine appropriate channels: press conference, blogging, photos, video statement, etc.

  16. Communications Checklist Consider one reporter you trust to go to first Prepare all internal communications at the same time as external communications Synchronize timing of internal communications with all office time zones Prepare to go to media as soon as internal communications completed

  17. Communications Checklist Develop talking points and Q&A for spokesperson for interviews Develop schedule for internal and external communications and stay with it Inform firm personnel of media protocol Provide regular internal and external updates

  18. Don’t Be An Ostrich Do not ignore media or stay silent; media will immediately infer the negative Do not use double speak Do not use euphemisms Do not dress up statements to “hide the ball” Do not comment beyond the scope of a question or speculate where facts are unclear

  19. Do: Use jargon-free statements that convey the facts Prepare a few simple, easy-to-remember messages Start with the truth – honesty and candor preserve image and reputation best Offer negative information in form of honest apology, if facts warrant Say: “We’re still looking into that” when you must

  20. Your Turn – Audience Response to Crisis Situation

  21. Managing the Media When Crisis Strikes Cari Brunelle Vice President, Public Reputation Services, Jaffe PR Eleanor Kerlow Senior Public Relations Manager, Hunton & Williams LLP March 11, 2010

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