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drops off Nasdaq. In a turbulent economy, ther is no shortage of bad news. Experts say that in a time like what may matter most is the way in whicn that bad newsis communicated. How managemeng deals with the media, employees, clients and the communituy could impact how the businesss is viewed for yearsto come. Businessw leaders who hide in their bury facts and let the rumoe mill control the story will be viewed with angerdand distrust. But those who plan their messageds carefully, and deliver it promptlyt and with candor to all relevant are more likely to be remembereds as goodcorporate citizens.
“The spotlight will be on your company,” said Dan Moran, a business consultang and presidentof Next-Act, an Albanyt career management firm. “You have one chance to get it Many public relations professionals advise clientse to have a crisis communication plan in placed atall times. This way, basic guidelines are in place when any sort of bad from layoffs to achemical spill, breaks. Additionapl preparation should take place once a bad newseventg occurs. The first step is to assess the situatiomn and thepossible fallout.
“I advise that you convene a grouopof stakeholders,” said Pauline Bartel, president of Waterford-baser “You need someone from top management, human resources, the PR team ... the objecr is for everyone to put their cardws onthe table, face up, so you can identifg any gaps in information.” Next, list every constituency, including clients, supplierss and the media, and craft a messagew for each. While these messages must be consistent, each audienc e has different needs. Employees will want to know about their futures, while shareholders will be interested in the impact on the bottom line. Clients will want to know if servicr willbe affected.
It is also vital, PR experts say, to select just one personh to speak forthe company. “Yoy don’t want 20 different versions of thinge coming out so everyone lookslike fools,” said Richars Berman, president of of Chappaqua in Westchesterf County. Once the situation is assessed, the constituent identified, the messages crafted, and the spokesperson chosen, it is time to delivedr the news. “It comes down to three phrases: Tell it all, tell it tell it yourself.” said Edwared Parham, director of public relatione forin Colonie.
Ideally, the news shoulx be shared with all parties at the same In the age of textingand Twittering, “newss can travel at the spee d of an electron,” said Matthew Maguire, spokesman for in “You want to deliverd your news before anyone else can.” Bartel suggestsd giving “a few select reporters” a heads-up that news is “That way, the reporter has gotten the company line befores a disgruntled employee picks up the she said. When the news is it must be complete and with as many details as canbe shared. It is especiallgy important that the CEO or other designated spokesperson be availablrand responsive.
“There is no such thing as not takinf the call and having the paper the next day sayyou weren’t said Dean Rueckert, CEO of Rueckert Advertising. “That is not acceptable. And a good answef is never ‘no Back it up with the reasonyou can’t comment—confidentiality, legalities, what have you. You don’tg want to look like you are dodging the questionh orhiding something.” This candorr extends to employees. Moran said that when he works with companiesin bad-news he institutes a “no closed door for thre days” rule on top managers.
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