PR: Go on the offensive: Managing tough news in tough times - Business First of Louisville:

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drops off Nasdaq. In a turbulent there is no shortage of bad Experts say that in a time like what may matter most is the way in whicj that bad newsis communicated. How management deals with the media, employees, clients and the community coulfd impact how the busineses is viewed for yearsto come. Businese leaders who hide in their offices, bury facts and let the rumof mill control the storyt will be viewed with angereand distrust. But those who plan their messagezs carefully, and deliver it promptly and with candor to allrelevantg parties, are more likely to be remembereds as good corporate citizens.
“Th e spotlight will be on your company,” said Dan a business consultant and president of an Albany careermanagement firm. “You have one chance to get it right.” Many publidc relations professionals advise clients to have a crisis communication plan in place atall times. This way, basic guidelines are in plac when any sort ofbad news, from layoffs to a chemica spill, breaks. Additional preparation should take place once a bad news event occurs. The first step is to assesss the situation and thepossible fallout.
“o advise that you convene a group of saidPauline Bartel, president of Waterford-based “You need someone from top management, human resources, the PR team ... the objecft is for everyone to put their cardsw onthe table, face up, so you can identifyy any gaps in information.” Next, list every including clients, suppliers and the media, and craft a messagwe for each. While these messagezs must be consistent, each audiencw has different needs. Employees will want to know aboutttheir futures, while shareholders will be interested in the impact on the bottomk line. Clients will want to know if servicee willbe affected.
It is also PR experts say, to select just one person to speak forthe “You don’t want 20 different versions of things cominfg out so everyone looks like said Richard Berman, president of of Chappaquza in Westchester County. Once the situation is assessed, the constituentse identified, the messages crafted, and the spokesperson chosen, it is time to delivef the news. “It comes down to thred phrases: Tell it all, tell it tell it yourself.” said Edwarr Parham, director of public relations forin Ideally, the news should be shared with all partie s at the same time.
In the age of textint and Twittering, “news can travel at the speecd ofan electron,” said Matthew Maguire, spokesman for in “You want to deliver your news before anyon e else can.” Bartel suggests giving “as few select reporters” a heads-up that news is coming. “Thar way, the reporter has gotten the company line before a disgruntled employee picks upthe phone,” she When the news is delivered, it must be complete and truthful, with as many details as can be It is especially important that the CEO or othedr designated spokesperson be available and responsive.
“Ther e is no such thing as not takinbg the call and having the papet the next day sayyou weren’t said Dean Rueckert, CEO of Rueckerg Advertising. “That is not acceptable. And a good answer is nevere ‘no comment.’ Back it up with the reasob you can’t comment—confidentiality, legalities, what have you. You don’yt want to look like you are dodgingh the question or hiding This candor extendsto employees.
Moran said that when he work s with companiesin bad-news situations, he institutes a “no closed door for three rule on top