The PR crisis for your company has already begun, so what should you do? Part 1: Simplify and Clarify Your Message.

by Josh

The PR crisis for your company has already begun, so what should you do? Part 1: Simplify and Clarify Your Message.

Ready Fire Aim. That’s how too many companies handle a crisis.  They respond before they know what their message is, and they end up saying the wrong thing to the wrong audience.

It’s easier if you plan for a crisis in advance so you can execute your strategy when needed, but a lot of companies find themselves unprepared during an emergency. For this four-part blog series, let’s focus on four topics of what to do after the crisis has already started.

Part 1:  Simplify and Clarify Your Message

Part 2:  Internal Communication (i.e. to staff, investors, etc.)

Part 3: Communicating with impacted customers and your supporters

Part 4: External Communications with reporters and the public

Let’s jump right in to Part 1, shall we?

When a crisis occurs, companies tend to make one of two opposite, but equally painful, mistakes.

One mistake is being too afraid to say anything at all, and by taking too long to respond the company fails to stop the bleeding before the damage is complete. A quick acknowledgment and action by the company is essential to ending a crisis.  The more news cycles the company waits to show they care and are trying to fix the problem, the worse it will be.

The other mistake is speaking too quickly without an organized strategy or a designated spokesperson from whom all statements will be controlled and consistent. A company can look pretty bad when different spokespeople contradict one another. It only leads to more confusion and issues to resolve. It also looks horrible when a statement is made, but only hours or days later the company needs to backtrack because the company’s desired message or strategy has changed.

Both of these mistakes (and the inconsistencies they create) are not due to ineptitude by any individuals. Rather, it’s simply a lack of a simple message and simple direction from the top.  In the middle of a media crisis, it’s too late to form a committee and discuss options.  Leadership needs to act quickly to calm the storm, but clarity and consistency is also needed.

Simplify and Clarify Your Message

One of the first things company leaders need to quickly decide are a few core message points from which all statements and actions will revolve around – no matter who is speaking or listening.  The key is clarity and direction.  The statement should clearly and simply state what the company is focused on during the crisis, and what the company will do after the initial crisis is over.

For example, say your healthcare organization has a major HIPPA violation.  An example of your core message points may be:

  • We will take care of our patients impacted by the violation
  • We will investigate and take action where appropriate
  • We will redouble all efforts to prevent any future similar violation

These statements may not seem very deep, but they’re very powerful.  They’re a promise allowing all parties, internal and external, to set their expectation.  They become the mile markers for which the overall response can be judged.

The statement lets those who are impacted, the public in general, and the media know the company cares and is working on proper resolutions. It’s hard to hate someone that’s trying to help. It may not stop anger or fear, but there’s comfort in knowing the issue is not being ignored and the company has a plan of what to do to fix it.

To company spokespeople, it gives clear statements to convey to anyone that will listen.  The statements are general enough that they can be given quickly to media, even before all the facts are known.  It shows that the company isn’t ignoring the crisis, or the anger or fear it might create. It shows the company cares.  It also creates a clear path to show the public in the future that the company followed through on its commitment, wherever that path might lead.

These simple but direct statements also give internal guidance to employees on how they are supposed proceed in the immediate aftermath of the crisis.  It also points in the direction where the light at the tunnel will (eventually) appear.

The first statement, to take care of the patients effected, is something employees can start doing immediately.  The second statement lets internal teams know they need to investigate what happened and the third statement instructs employees to figure out if anything needs to change internally to make sure such a violation doesn’t occur again.

Ultimately, during any crisis there’s lots of details and nuance that to insiders seem important. As company leaders, you need that info to evaluate the details and decide how to fix the problem, but these details aren’t important to the general public.  From a message and direction standpoint, the best thing a company can do to protect its brand image and minimize the damage is to simplify and clarify the goals into a statement that is easy for everyone to understand and rally around.

– – written by Josh Weiss, President, 10 to 1 Public Relations

Confessions of a former TV Reporter: 3 Things Beyond Media Relations That Help Define Public Relations

by Josh

By Sierra Oshrin

When I first decided to leave the news industry, my mind was flooded with questions as to what I would do next. I had always heard public relations was a relatively smooth transition, and many reporters I knew crossed over to the dark side and began careers in PR. But what exactly is public relations? Up until this point, I primarily thought of public relations as media relations. Boy was I wrong.

Robert Wynne, a contributor for Forbes, put it best when he wrote, “the public relations industry does a terrible job of public relations.” I honestly couldn’t agree more. To this day, when I’m out at networking events or meeting friends for coffee, many ask me that same question. And to be honest, it took me a while to learn how to best explain it. Some think of it as a sub-set of marketing. But while marketing and public relations can work hand in hand, there are several things that set them apart.

One of the key differences between marketing advertisements and public relations boils down to credibility. An advertisement displays a flashy image or statement aimed at leaving an impression with the consumer, with the ultimate goal of driving traffic to the company’s website or store front. But it’s paid for, and most consumers are going to be skeptical of whether or not the product does what the ad says it is going to do. Now that they’ve heard of the product, they’ll ask their friends, look at reviews online, and see if there’s any negative media attention surrounding the company. Their final decision will ultimately be influenced by the company’s public perception.

Public Relations is about altering that perception and building good will among your industry, customers, and investors. There are many ways you can do this, but the most traditional method is by securing media coverage. If a company spokesperson is interviewed during the news segment, they have the opportunity to control the message being broadcast. Companies essentially get a 30 second to 3 minute promotion of their product without having to pay a penny. And it adds credibility because journalists will offer a (mostly) objective view on it, asking the questions that consumers want answered.

In addition to media relations, here are 3 things I now think of when describing public relations.

  • The cornerstone of public relations is engaging with the public. Community involvement is important because not only does it bring new awareness to your company, but it gives people an inside look at your company’s values and culture. Organizations who closely match the things that matter most to your company will allow you to tap into your target audience and interact with them first-hand.
  • Being a recognized expert and leader within your industry is a powerful way to position your company as the first choice for new customers. The key to accomplishing this is by giving members of your leadership team opportunities to share your company’s expertise, philosophy, and successes with the right audience. You can do this through speaking opportunities at trade shows, or by piggy-backing off of news stories that pertain to your industry; telling the reporter what could have gone wrong or explaining how something went right.
  • Awards also provide your company powerful credibility. Companies that win awards or become finalists for them are seen as superior to those who don’t. With nominations and awards credited to your company’s name, you’ll be able to stand out in your industry as a leader. You miss 100 percent of the shots you don’t take, and the easiest way to lose an award is by failing to apply. But it can be a lengthy process.

Public Relations is built upon the idea of controlling your story. Find the right firm that can manage your company’s reputation and image in a positive way that will be able to withstand any threat.  Maybe that firm is the one where I work, maybe it isn’t.  It doesn’t make the need to influence and share your own story any less important.

Passion Creates a Better Story

by Josh

During High School and college I worked at several radio stations and was lucky enough to interview several famous musicians.  One was the Piano Man himself, Billy Joel.  He shared some advice that some 20+ years later still resonated with me.  He said, “Figure out what you’re good at, and do that.  Otherwise, you’re just wasting your time.”

Over the years, my memory of that interview is triggered by something I see or hear.  It’s happened a few times this week so I thought I’d write about it.

The first triggers stemmed from LinkedIn and Facebook posts.   I saw a few different photos and memes on the importance of passion.  For example, one said “Working hard for something we don’t care about is called stress.  Working hard for something we love is called passion.”

I also received a phone call from a peer that I highly respect seeking some advice.  About a year ago he quit his job after feeling burnt out.  He launched a new career and business, which is doing well.  But he admitted he was considering returning to his former career because he missed the passion he used to have for his work.

It got me thinking.  Being good at something isn’t the same as being passionate about it.

After that long lead-in, here’s my point.  Don’t waste your time.  Figure out a way to combine your personal passion with what you’re good at doing.

Here’s an example.  A financial advisor I know (no, not my wife) had a passion to ensure that his personal investments were not “terror infested.”  Unfortunately, no mutual fund existed that screened out U.S. companies operating in terror nations like Iran, Syria and North Korea.  So he created the nation’s only mutual fund developed to ensure all investments are terror free.  The fund screens the S&P 500 for companies operating in terror nations and replaces them with companies who have decided not to operate in rogue states.  He combined his talent with his passion.   It’s not easy, but it’s fulfilling and personally rewarding.

Our role as public relations professionals is to recognize the passion within ourselves, our organization and within our peers.   Then, we need to tell that story.  These human interest based stories will create memorable images that will create positive public awareness for your company.

Because passion is more memorable, and more contagious, than talent.

So to update Billy Joel’s quote, “Figure out what you’re good at and passionate about, and do that.  Otherwise, you’re just wasting your time.”

Let your news story live and breathe

by Josh

It’s not my intent to get all DORKestra on you, but when I was younger I was a DJ and was obsessed with music.  Not surprisingly, I also used to love rock and roll movies.

You may remember the movie “Eddie and the Cruisers.”  It’s less likely that you remember its follow-up, “Eddie and the Cruisers II.”  There’s a scene from that movie that really resonated with me as it has a very important lesson that relates very well to public relations.  In the scene, that can be viewed here, one character explains that a fancy guitar riff was so dazzling that it wasn’t memorable.  In contrast, “letting the music live and breathe” makes it last.

As the spokesperson for your company, you might not think this lesson applies to you, but you’re wrong. Too often we overwhelm reporters and the community with unnecessary information to the point where they don’t hear us at all.  Try telling one story at a time.

The natural inclination when putting together a press release or sharing a story is to include everything. Don’t.  The more you try to say in a story, the less your audience will hear or remember.  You need the key message to be concise, and simple to understand.

Think of it this way.  A TV news story on your event is going to be 45 seconds long no matter what. Do you want to try and jam 3 different messages into that 45 seconds, or are you going to have a better, more memorable story if the entire 45 seconds are on one specific topic or subject?

The same rule applies for a print story.  Reporters normally want into a story knowing how much space on the page, or what word count they want to fill.  If you clutter a story with interesting but unnecessary angles or facts, you’re wasting your space that otherwise could have been focused on your core point.

The more you try to say, the less your audience will hear. Keep the message simple to digest, and easy to remember.

And to help drive home my point, I’m making this my shortest PR Medic column to date.

The New York Jets have a “bridge” to sell you, and your spokespeople should be buying

by Josh
Jets card of bridge messages side 1
Jets card of bridge messages side 2

Do you know how to pivot, or bridge a difficult or unflattering question from a reporter into an answer that puts your agency in a more positive light?

The NFL’s New York Jets recently gave their players a laminated card which phrases they could use to spin their answers.  New York Daily News reporter Manish Mehta took photos of one of the cards and tweeted it out.

Granted, it’s the Jets.  So they have been mocked mercilessly and it is embarrassing to the organization that the card has been seen by reporters and the public. But that doesn’t mean the idea of helping players bridge tough questions into positive answers is wrong.

Here are some of the “bridge” suggestions of how to transition from a difficult question to a more positive message:

  • Let me just add that…
  • That reminds me…
  • Let me answer you by saying…
  • Another thing to remember is…
  • If you look at it closely you’ll find…
  • The real issue here is…
  • That’s not my area of expertise, but I think your audience would be interested to know that…

Putting a positive spin on an embarrassing or negative story is part of the job as a spokesman, but it doesn’t stop there.  The reality is that every employee is a spokesman or public ambassador of the company.  The key is knowing what you want to say BEFORE the reporter even asks the question.

Let’s say that a company vehicle with your logo gets in a bad crash and media start asking questions.  An immediate response might be:  We’re investigating the cause of today’s crash involving one of our vehicles, but it’s important to note that our company has 50 vehicles on the road travelling more than 700,000 miles a year.  All drivers have passed a background and driving record checks, and have completed company driver training before receiving driving status to operate our vehicles. Once the investigation is complete, we’ll review the findings to ensure we’re doing everything possible to protect and care for our patients and the public.

In this simple deflection I provided lots of new facts and figures that could be included in a story.   If all I did was say the company was investigating, or acknowledge that the company driver caused the crash, the only thing the reporter can say is negative because they have nothing else to consider reporting or sharing within their story.

Sharing a silver lining in a negative story is completely appropriate, but let me be clear.  A spokesman should NEVER lie to a reporter.  Lie once and get caught, and you’ll never be trusted again.  There’s an adage that “crow taste better warm than cold.”  If your company or an individual employees makes a mistake, acknowledge it.

Think of it this way.  Fire fighters run into the fire, not away from it.  Your strategy should be the same for negative stories.  Put out the kitchen fire before it becomes a house fire.  I used to joke that when I served as the spokesman for an ambulance company, I hadn’t realized I was signing up to be a fire fighter because I’d spend most of my day putting out fires.  The faster you acknowledge and respond to a story that may be negative the better.  In acknowledging the mistake, explain what changes you’re making to help make sure similar mistakes don’t occur again in the future.

Pivoting to a positive response increases the options for the reporter to write a positive, or at least less negative, story.  More company spokespeople should memorize and carry a card like the Jets.

Looking for practical ways to practice?  Have a friend or co-worker start by giving you an obscure company fact or even a completely unrelated physical item—like aluminum siding.  Then, have the person ask you a question. The question doesn’t even need to be serious.  It can even by “why did the chicken cross the road.”  Your task is to logically, and conversationally transition the question of why the chicken crossed the road to an answer about aluminum siding.

Initially, it’s going to be difficult to make the transition feel natural and less obvious.  But after a little practice after you get comfortable using a bridge statement, it’ll become easy.  You just need to have the right players in position, practice and execute the game plan.  Just like the Jets.

p.s.:  For the record, no I’m not Jets fan.  Go Cleveland Browns (hometown)! Go Arizona Cardinals (home for the last 13 years)!

Timing is everything: A reporter’s deadline is more important than your own convenience

by Josh

When you were a teenager, how did you ask your parents to agree to something they just as easily could have refused? You waited to ask for the right time, and asked in a manner that was more likely to get you the answer you desired.

It’s the same when asking a reporter to write a positive story about your company.

The first step is to understand a reporter’s deadlines, and respect them.  Once you understand their needs, you can time your strategy to increase your odds of success.

Deadlines and what they mean
Every media outlet is unique, but generally, here’s some sample timelines and daily deadlines for different types of media.

  • Television timelines: If a TV station has their newscast at 5pm, that means a reporter has to record, edit and hand in their story before the newscast begins.  If your media event is at 3 p.m., it means that it is likely to end closer to 3:30. The reporter will need to drive back to the station, edit the piece and turn it in.You’re cutting the timeline pretty close.  Instead, if you have the media event in the morning or at least before 2 p.m., you would have a better chance of getting coverage.Another consideration for TV is when the daily “morning meeting” occurs.  This is when the news department leader and the assignment team dole out the day’s assignments to reporters and photographers.  Many stations hold this meeting at 8:30 in the morning—after the morning newscasts are done but right before the next shift of reporters comes on for the day.During this meeting, they schedule out all the “pre-pitched” stories for the day.  So, if you send them a media advisory after that meeting has started, you will have little chance of getting a camera sent to your event that day. All the cameras have already been assigned to other events.
  • Radio timelines: Most stations run news during the early morning and late afternoon hours, when people drive to and from work.  There are also often short news updates at the start of the hour, as well as 30 minutes of the hour. If you call the station during these hours, you’re unlikely to talk to someone in the News Department.  Instead, midday is a better time to call to offer your story.
  • Community and weekly newspaper timelines: You should ask each paper for their editorial deadlines, but generally if a paper comes out on a Friday, their deadline for the print edition is often Tuesday or Wednesday.  If you pitch a story on Monday or early on Tuesday, you have a better shot to make that week’s edition.  If you pitch them on Wednesday afternoon, the earliest would be 10 days away — which for many stories would make them no longer newsworthy or timely.
  • Daily newspaper timelines: By 3 p.m. or 4 p.m., reporters are often hard at work writing their stories to submit to their editors, who then return the stories to reporters asking for additional edits or information.  If the reporter then asks you a follow-up question or a new query, help the reporter in a way that improves the chances the story will be covered in the way you want.

Help the reporter cover your story
The rule also applies to when you’re reacting to a reporter’s inquiry. Often, a reporter may ask a detailed or unexpected question in which you need to research the answer, or run your proposed answer through management. That can take time. Reporters understand that you don’t have every answer off the top of your head. But that doesn’t change their deadlines.

Whenever a reporter calls, before hanging up ask them when is the latest time you can call them back.  They’ll respect you for asking.  Sometimes you’ll be surprised to learn that they don’t even need the answer that day — giving you extra time to prepare your response. The key is that you must respond before that time.  Otherwise, you’ll look bad and untrustworthy in their eyes.

Avoid making more work for the reporter
Here’s another tip that’s important.  If the deadline is approaching but you won’t have an answer in time, call the reporter, apologize and admit you won’t have an answer by their deadline. The earlier you alert the reporter that you won’t make the deadline, the more he/she will respect you. It provides an opportunity for the reporter to locate an expert somewhere else, or write the story in a way where the missing fact can be avoided.

If you wait until the last minute, you’re putting the reporter in a bad spot. They may have to go back and edit a story they already wrote, or look for another source on short notice.

A reporter’s deadline is more important than your convenience.  Respecting those deadlines is a sign of respect to the reporter, and ultimately you’ll receive better, more positive coverage.

When you need PR ideas, turn to your co-workers

by Josh

When I was a Public Information Officer for a private ambulance provider, I used to speak to new employee orientation classes. Of the 30 minutes I was allotted, the first 25 minutes were spent explaining my role, process and policies related to why employees can’t talk to media, etc.

But for me, the last five minutes were the most important. It’s when I asked the group what public relations and community involvement programs they liked that a previous employer did or what ideas they might have that their new employer should consider.

Most suggestions were ideas we were already doing or had considered, but decided not to pursue for cost or other reasons. Once in a while, an idea can become a real gem — if you’re willing to hear the suggestion and open to considering ways to implement it.

My favorite example is one I originally rejected. Toby was new to our marketing team and one of his personal passion projects was about the Safe Baby Haven law. Safe Baby Haven laws exist in many states across the country. A new mother can drop off her newborn child (72-hours or younger) to any hospital or fire station and absolve herself of any future responsibility for the child, no questions asked. The idea is to make sure that the newborn isn’t abandoned in a dumpster.

Toby was part of a volunteer group in the state that was promoting the law and trying to educate the public. He suggested that we place large Safe Baby Haven logos on the sides of all our ambulances and make the ambulances drop-off locations.

I’ve always been wary of putting too many logos and decals on an ambulance — we aren’t stock cars and the more logos added the fewer people see — but that’s a column for another day. Initially, I thanked Toby for the idea but mentally rejected it.

To Toby’s credit, he kept asking so I took another look at the law in Arizona. It stated that in addition to hospitals and fire stations being official drop-off locations, the law said that the baby could be handed to any uniformed Paramedic or EMT and the crew must accept the infant, no questions asked.

I was still against the idea of putting “drop off location” logos on the ambulances, but since the law already said we played a role, why not make sure everyone knew it? Working with Toby, we partnered with the Safe Baby Coalition, who had already secured a proclamation from the Governor declaring Safe Baby Haven Day.

We held a press conference at one of our facilities with numerous ambulances behind us as the backdrop to announce that the public should view all of our ambulances as Safe Baby Haven “locations” when the newborn is handed to an uniformed Paramedic or EMT.

You caught that last part, right?  It was already the law! We weren’t really announcing anything new!

And, now, for your moment of serendipity: During the press conference, where there was a full set of television cameras, reporters’ cell phones began ringing. It turned out that a baby was found in a dumpster — at the same time of our press event.

All of a sudden, our low level “C” story became the day’s lead story. Every mention of the baby in the dumpster included how preventable it could have been had the child been handed to an ambulance crew. We had 43 news mentions within 24 hours.

Example of TV Coverage:

Within a few days, fire chief’s in other major cities announced that they were making their ambulances drop-off locations too.

These turn of events, which stemmed from an idea that was initially rejected, happened because of a quick question thrown out at the end of an employee orientation speech.

Talking to reporters: How to reach your true audience; Tips for getting the message out to the right people

by Josh

It’s amazing how many PIOs and senior management have trouble answering this seemingly benign question, especially when the image and reputation of your agency hang in the balance.

The key is to quickly identify your TRUE audience. The “real” audience is ultimately who you want to understand and accept what you’re saying. The reporter isn’t your true audience; the reporter is just a filter to communicate to your true audience.

The trick is “seeing” your true audience when talking to the reporter. Confused? Let’s say a 25-year-old reporter asks you about health tips for seniors.

When answering the question, “see” your grandparents, not the 25-year-old reporter. The answer you give will come out differently, and when the reporter quotes you, the older readers will hear the answer in a way they understand that appeals to them.

It’s also worth noting that you may have more than one audience. Who do you believe are the true audiences in the following scenarios?

1. You’re hosting a media event where a patient wants to thank the paramedics, EMTs and firefighters that responded to their emergency. Your agency likely has several true audiences, all of which you can talk to at the media event.

If you’re an ambulance provider that contracts with a municipality, the fire department is clearly one of your audiences. Holding the event without first asking and inviting the fire department to co-host and participate would likely create a major headache for your agency and would hurt your relationship.

Local elected officials and regulators are another set of audiences, and so are your employees. It’s rare for EMS to be recognized, so coordinating an event like this is generally viewed as a compliment and acknowledgement to all EMTs and paramedics, not just the crew who literally cared for the patient.

2. Your agency is teaching CPR to a classroom full of 8th graders.  Is your audience truly the students themselves? Is it the teachers at the school? Sometimes they are.  However, other times you perform the training because you were asked to do so by a local regulator or decision maker in the system.   For the training itself, you will talk directly to the students and teachers.  You also need to make sure your other TRUE audience knows what you did.

Identifying the true audience is even more important during a crisis or negative story. What if your agency had a poor response time that resulted in a bad outcome?  Your true audience is your regulators and elected officials, along with people in the general public that might fear you’ll have similar response time issues should they have an emergency.   Envision these key audiences, and talk to them, not the reporter.

The reporter might not like it, but they can only quote what you actually say, they can’t control how your true audience interprets your answer.

Here’s a final trick that will help.  Whenever possible, “view” someone you know when answering the question.  It’s a lot easier to talk to someone you know, than a stranger. You’ll come across more friendly and you’ll talk at the level your true audience expects.