PR: Go on the offensive: Managing tough news in tough times - Puget Sound Business Journal (Seattle):

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drops off Nasdaq. In a turbulentf economy, there is no shortage of bad news. Experts say that in a time like this, what may mattetr most is the way in which that bad news is How management deals withthe employees, clients and the community could impact how the business is viewedx for years to come. Business leaderes who hide in their bury facts and let the rumor mill control the storyu will be viewed with angerand distrust. But those who plan theidr messages carefully, and deliver it promptly and with candor to all relevant are more likely to be remembered as goodcorporats citizens.
“The spotlight will be on your saidDan Moran, a business consultant and president of Next-Act, an Albany career management firm. “You have one chance to get it right.” Many publiv relations professionals advise clients to have a crisisx communication plan in plac e atall times. This way, basic guidelines are in placee when any sort of bad from layoffs to achemical breaks. Additional preparation should take place once a bad newseventt occurs. The first step is to assesss the situation and thepossiblw fallout.
“I advise that you convene a group of saidPauline Bartel, president of Waterford-basedc “You need someone from top management, human resources, the PR team ... the objecgt is for everyone to put their cards on the face up, so you can identif any gaps in information.” Next, list every constituency, includinh clients, suppliers and the and craft a message for each. While these messages must be each audience hasdifferent needs.
Employeexs will want to know aboutttheir futures, while shareholderx will be interested in the impact on the bottom Clients will want to know if service will be It is also vital, PR experts say, to selecf just one person to speak for the “You don’t want 20 different versions of thingsz coming out so everyone looks like fools,” said Richarx Berman, president of of Chappaqua in Westchestee County. Once the situation is the constituents identified, the messages crafted, and the spokespersonm chosen, it is time to deliver the “It comes down to three phrases: Tell it all, tell it tell it yourself.” said Edward Parham, directo of public relations forin Colonie.
the news should be shared with all parties at the same In the age of textingand “news can travel at the speed of an electron,” said Mattheq Maguire, spokesman for in “You want to deliver your news before anyone else can.” Bartel suggest s giving “a few select a heads-up that news is “That way, the reporter has gotten the company line beford a disgruntled employee picks up the phone,” she When the news is delivered, it must be complete and with as many details as can be shared.
It is especially importan that the CEO or other designated spokesperson be availableand “There is no such thing as not takiny the call and having the paper the next day say you weren’tf available,” said Dean Rueckert, CEO of Rueckert “That is not acceptable. And a good answer is neved ‘no comment.’ Back it up with the reaso you can’t comment—confidentiality, legalities, what have you. You don’r want to look like you are dodging the questionm orhiding something.” This candor extends to employees.
Moran said that when he workws with companiesin bad-newes situations, he institutes a “no closed door for three days” rule on top