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Solving Strategic Business Communications By Providing Counsel in Public Relations and Marketing Communications
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Frequently Asked Questions Q: Why does my company need a disaster plan? A: A recent survey from the Society of Human Resource Management (SHRM), revealed only 54% of companies and businesses surveyed have disaster plans in place. The number is smaller as the size of the business gets smaller. After calling emergency services, even fewer of the 54% have a plan to communicate messages regarding the disaster or crises to media, employees, customers and other key stakeholders. In this post 9/11 environment and the aftermath of natural disasters like hurricanes Katrina, Rita and Wilma, and around here, the Stoughton tornado, it is amazing that more people in management positions do not embrace disaster planning as a top business priority. During my career as a consultant, clients I’ve worked with have experienced damage from natural disasters, fires, explosions, worksite homicides and suicides, armed robberies, embezzlements, bankruptcies, sexual assaults, and other felonies. Others have had major layoffs and terminations, malpractice suits and executive malfeasance. The scope of a disaster is often in the mind of the beholder. Many Packer fans, and some Vikings fans, may consider the recent disgusting behavior on a boat by some of the Vikings a disaster…one injurious to the image of the Vikings brand and other NFL players. Some of us may consider the Packers three-point loss, in the last two seconds of a recent game with a record-breaking 56-yard field goal, a disaster. Although bad enough and in need of a fix, these disasters pale by comparison to the recent development concerning the painkiller VIOXX and the most recent concerning the Type II Diabetes drug PARGLUWA. Most businesses will not experience these kinds of disasters. Being prepared is the only smart way to ensure the least negative hit to your brand, image, stock price and stakeholders. During the most studied American business disaster, Johnson & Johnson’s Tylenol case, management gurus all agree, it could have been a lot worse if Johnson & Johnson had not taken the steps they did. The Tylenol brand survived and thrived because they were well prepared and took swift and appropriate action so the crisis would not take on a life of its own. Several years ago, top executives of We Energies stepped forward and immediately handled well the case of the little boy who was severely injured after getting into an unlocked backyard transformer. Sure, lawyers and insurance companies were involved, as they are in most disasters, but the admirable actions of the company’s top executives helped mitigate the aftermath of this tragedy and helped preserve the We Energies brand. Many businesses consider the 73%
increase in health care premiums during the past five years a disaster.
Some say it was a significant consideration in Several years ago the Sunday TV news magazines uncovered that Sears was charged by consumer agencies in several states of defrauding customers and making unnecessary repairs at certain of its auto centers. Sears response was too late and inadequate and consumers voted with their feet and wallets and went to other auto centers. So, disaster comes in all forms, shapes and degrees of intensity. The only right thing to do is to plan for one…but where do we begin? The best plans I’ve seen have input from the company’s top executives, risk manager, insurance company, human resource manager, communications manager, IT manager, legal counsel, employee assistance program (EAP) and management/communications consultants. Some successful plans have come from “disaster committees,” made up of some or all of the disciplines listed above. Some businesses shy away from the media. During a crisis or disaster, the media could be an adversary or ally. Top management of a business must be intimately involved in the plan development and find ways to work with the media when a disaster occurs. When a disaster or crisis happens, here are some steps to consider: 1. Define the disaster to the best of your ability. Designate a central, single spokesperson. 2. After calling the appropriate emergency services, have a call list of the major stakeholders: owners, human resources, communications manager/consultant, attorneys, etc. Get them to a pre-determined site near where the disaster or crisis took place. 3. Develop two messages: one for the employees, other stakeholders and their families, and one very similar message for the media. 4. Have a media call list on hand in your Disaster Plan packet and call them to one central media information center. Appoint one and only one person who the media can trust and who has authority to speak on the specifics of the disaster. If the police or coroner are involved, make sure they have input in crafting the message. 5.
Provide a constant flow of information, positive or
negative, e.g. 6. Keep a log of all media calls. Who called, what was said, etc. Don’t exaggerate and don’t obscure facts. NEVER, EVER say “no comment.” This fuels hostility and some may think you are hiding something. If the police or coroner are involved and they are restricting what you can say, say so. 7. Evaluate the plan and its execution. Tweak and improve in case it is needed again. |
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Please E-mail any inquiries, questions, or comments to us at Alan L. Gaudynski & Associates, Inc. N28W23050 Roundy Drive, Suite 100 Pewaukee, Wisconsin 53072 Phone (262) 436-0380 Fax (262) 650-3160
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