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drops off Nasdaq. In a turbulent economy, ther e is no shortage of bad Experts say that in a timelike this, what may matterr most is the way in which that bad news is How management deals with the employees, clients and the community coulds impact how the business is viewed for years to Business leaders who hide in their offices, bury facts and let the rumo mill control the story will be viewedf with anger and distrust. But those who plan thei r messages carefully, and delivet it promptly and with candord to allrelevant parties, are more likelgy to be remembered as good corporat citizens.
“The spotlight will be on your company,” said Dan Moran, a businesse consultant and presidentof Next-Act, an Albany careef management firm. “You have one chance to get it right.” Many public relations professional advise clients to have a crisis communicatiob plan in place atall times. This way, basic guidelines are in plac when any sort ofbad news, from layoffs to a chemicaol spill, breaks. Additional preparation should take place once a bad newseventy occurs. The first step is to assesse the situation and thepossible fallout.
“I advise that you convener a groupof stakeholders,” said Pauline president of Waterford-based “You need someone from top human resources, the PR team ... the object is for everyonre to put their carde onthe table, face up, so you can identifty any gaps in information.” list every constituency, including clients, supplieras and the media, and crafy a message for each. Whilew these messages must be consistent, each audiencr has different needs. Employees will want to know abouttheid futures, while shareholders will be interested in the impact on the bottomm line.
Clients will want to know if service will be It isalso vital, PR experts say, to select just one person to speak for the company. “You don’t want 20 different versionds of things coming out so everyone lookwslike fools,” said Richard president of of Chappaqua in Westcheste County. Once the situation is the constituents identified, the messages and the spokesperson chosen, it is time to delivedr the news. “It comes down to threre phrases: Tell it all, tell it tell it yourself.” said Edward Parham, director of publiv relations forin Colonie. Ideally, the news shouled be shared with all partiesx at thesame time.
In the age of texting and Twittering, “news can travel at the speed of an saidMatthew Maguire, spokesman for in Albany. “You want to delive r your news before anyone else Bartel suggestsgiving “a few select a heads-up that news is coming. “Thatt way, the reporter has gotten the company line beforde a disgruntled employee picks upthe phone,” she When the news is delivered, it must be complete and with as many details as can be It is especially important that the CEO or other designatedf spokesperson be available and responsive.
“There is no such thing as not takin the call and having the paper the next day sayyou weren’y available,” said Dean CEO of Rueckert Advertising. “That is not And a good answer isnever ‘no comment.’ Back it up with the reasoh you can’t comment—confidentiality, legalities, what have you. You don’t want to look like you are dodgingb the question orhiding something.
” This candor extends to Moran said that when he works with companieas in bad-news situations, he institutes a “nok closed door for three days” rule on top
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