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drops off Nasdaq. In a turbulent there is no shortage ofbad news. Experts say that in a time like this, what may matteer most is the way in whic h that bad news is How management deals withthe employees, clients and the community could impact how the businesds is viewed for years to come. Business leaderss who hide in their offices, bury factsw and let the rumor mill controlp the story will be viewed with angerdand distrust.
But thoser who plan their messages and deliver it promptly and with candod to allrelevant parties, are more likelhy to be remembered as good corporate “The spotlight will be on your company,” said Dan a business consultant and president of an Albany career management firm. “You have one chancwe to get it Many public relations professionals advisew clients to have a crisis communication plan in placed atall times. This way, basic guidelines are in placwe when any sort ofbad news, from layoff s to a chemical spill, breaks. Additiona preparation should take place once a bad news event The first step is to assesz the situation and thepossible fallout.
“u advise that you convene a groulpof stakeholders,” said Pauline Bartel, president of Waterford-basefd “You need someone from top management, humam resources, the PR team ... the object is for everyonr to put their cards onthe table, face up, so you can identifg any gaps in information.” Next, list every including clients, suppliers and the media, and craftt a message for each. While these messages must be each audience has different Employees will want to know aboutttheir futures, while shareholders will be interested in the impactg on the bottom Clients will want to know if services will be affected.
It is also vital, PR expertws say, to select just one persoj to speak forthe company. “Yoi don’t want 20 different versions of things comingb out so everyone lookslike fools,” said Richard Berman, president of of Chappaqua in Westchestedr County. Once the situation is assessed, the constituents the messages crafted, and the spokesperson it is time to deliverthe news. “It comes down to three Tell it all, tell it tell it yourself.” said Edward Parham, directort of public relations forin Colonie.
Ideally, the news should be share d 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 Albany. “You want to delivere your news before anyoneelse can.” Bartel suggests givinb “a few select reporters” a heads-uo that news is coming. “Thayt way, the reporter has gottebn the company line before a disgruntled employee picke upthe phone,” she said. When the news is it must be completeand truthful, with as many detailse as can be shared.
It is especially important that the CEO or othert designated spokesperson be availableand “There is no such thing as not taking the call and havingt the paper the next day say you weren’t said Dean Rueckert, CEO of Rueckert Advertising. “That is not And a good answer isnever ‘np comment.’ Back it up with the reaso n you can’t comment—confidentiality, legalities, what have you. You don’gt want to look like you are dodgingh the question orhidinhg something.” This candor extends to employees.
Moran said that when he works with companiezin bad-news situations, he institutew a “no closed door for three days” rule on top managers.
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