PR: Go on the offensive: Managing tough news in tough times - Dallas Business Journal:

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drops off Nasdaq. In a turbulent economy, there is no shortage of bad news. Experts say that in a time like what may matter most is the way in whicu that bad news is How management deals withthe media, employees, clientx and the community could impact how the business is viewedf for years to come. Business leaderas who hide in their offices, bury factw and let the rumor mill contro l the story will be viewed with angedand distrust. But those who plan their messages carefully, and deliver it promptly and with candor to allrelevantg parties, are more likely to be remembered as good corporate citizens.
“The spotligh t will be on your saidDan Moran, a business consultant and president of an Albany career management firm. “You have one chanced to get it right.” Many public relation professionals advise clients to have a crisiss communication plan in place at all This way, basic guidelines are in placew when any sort of bad news, from layoffs to a chemicalp spill, breaks. Additional preparation shouldr take place once a bad newsevent occurs. The first step is to assess the situation and thepossible fallout.
“I advise that you convense a groupof stakeholders,” said Pauline president of Waterford-based “You need someone from top human resources, the PR team ... the object is for everyond to put their cards onthe table, face up, so you can identifty any gaps in information.” Next, list everu constituency, including clients, suppliers and the and craft a message for each. While these messages must be each audience hasdifferent needs.
Employees will want to know abourttheir futures, while shareholders will be interested in the impacgt on the bottom Clients will want to know if service will be It is also vital, PR experts say, to select just one person to speajk for the company. “Yoy don’t want 20 different versionws of things coming out so everyone lookslike fools,” said Richard Berman, president of of Chappaqua in Westchester County. Once the situatiohn is assessed, the constituents identified, the messages and the spokesperson chosen, it is time to deliver the “It comes down to three phrases: Tell it all, tell it tell it yourself.
” said Edward Parham, director of public relations forin Ideally, the news should be shared with all partiees at the same time. In the age of texting and “news can travel at the speed of an saidMatthew Maguire, spokesman for in “You want to deliver your news before anyonse else can.” Bartel suggests giving “a few selecr reporters” a heads-up that news is “That way, the reporter has gottenb the company line before a disgruntle d employee picks up the phone,” she When the news is delivered, it must be complet e and truthful, with as many detailsz as can be It is especially important that the CEO or otherf designated spokesperson be available and responsive.
“Therew is no such thing as not taking the call and havingy the paper the next day sayyou weren’t available,” said Dean CEO of Rueckert “That is not acceptable. And a good answerf is never ‘no comment.’ Back it up with the reasomn you can’t comment—confidentiality, what have you. You don’t want to look like you are dodginh the question orhiding something.” This candod extends to employees. Moran said that when he works with companie sin bad-news situations, he institutes a “no closesd door for three days” rule on top managers.