Whether we like it or not, all of us, at some time or another, are going to encounter adverse publicity. In our personal lives, it can be hurtful. In our professional lives, and if not handled correctly, it can significantly harm the company.
Any company that doesn’t attach huge importance to the effective handling of adverse publicity, just hoping it will go away, deserves all it gets.
With minor incidents involving adverse publicity, there may be some comfort and truth to be found in the old adage, “Today’s news is tomorrow’s chip paper.”
However, major incidents can cause major problems and adverse publicity; for example, following a serious workplace accident.
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Every responsible company should have a crisis management plan as part of its PR mix. In essence, this plan or manual ensures that as many as possible crisis scenarios have been identified before they occur and a responsible and appropriate course of PR action is pre-planned and agreed upon.
It should further ensure that everyone understands who is responsible for what following any particular incident. Taking the example of a major workplace accident, a typical PR approach to handling the crisis might see the following course of events.
Firstly, the determination of the nature and cause of the crisis. Having determined this, it will be necessary to agree upon and appoint a spokesperson or spokesperson, each clearly understanding their respective areas of responsibility. Who can and can’t say what, and to whom?
The next step is to ascertain whether there are any other people or agencies that are or should be involved. For example, in the event of an accident, it might involve the emergency services, Health & Safety Executive, etc.
These agencies all have their own protocols, people, and press departments to handle such eventualities, especially where the media are likely to become involved. Establish with these agencies precisely what you are and aren’t advised to communicate and to whom.
Stick to the agreed plan and keep each other closely informed of all contact with other parties at all times. Understand the audience that you are going to communicate the information to.
Put yourself in their shoes, what level of detail is appropriate? How much is too much? Will it provide the comfort they require? etc. This must be done prior to making any comment to anyone other than those closely involved with the management of the crisis itself.
Manage the flow of information against the expectations of the audience. In other words, don’t say anything you don’t need to, or might later regret, it may only lead to even greater adverse publicity in the future.
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Key vital pieces of information that will need to be communicated (people will inevitably ask if they’re not told) might include the following:
What happened? When? How? Where? Why? Who or what was responsible for it happening? What are you doing to prevent it from happening again? Remember, particularly where the media is concerned, you can only get away with “no comment” for so long.
Phrases such as “at this stage, we are unsure but can assure you that a full investigation is underway and we will provide further information as soon as we have it” will usually provide the level of comfort that is being sought, providing, of course, that you do provide the information when it is available.
As a general rule, honesty is always the best policy. The exception, of course, is where it might cause hurt, damage, or worse to others. There may also be occasions where information has to be withheld for legal reasons, for example, when it might prejudice a subsequent legal outcome or claim.
Finally and crucially, NEVER make a promise about the future! A promise broken will only create more adverse publicity.
