I must heap praise on my colleagues at Ketchum’s Global Corporate Practice for their insights made available through the 2013 Ketchum Leadership Communication Monitor. Apparently, there are nearly 70,000 books available on leadership. Yet, their work supplies much-needed data on the role of communications in leadership.
The Monitor covers much ground, but here I will stick to my knitting and probe its crisis management implications.
KLCM: Leaders are continuing to underperform on the very behaviors viewed as the most important to effective leadership – open, transparent communication, leading by example, admitting mistakes and handling controversial issues calmly.
J.D.: In other words – spin doesn’t work. As the findings suggest, good crisis PR usually applies a healthy dose of openness, leadership, humility and confidence.
Continue reading Spin is Dead. Long Live Crisis PR.
There is a lot involved in the decision-making process to determine how to manage a social media threat. But for all of the required complexity, there’s typically only six solutions to choose from: delete it, ignore it, monitor it, redirect it, respond to it or engage deeply on it.
For a deeper perspective on this, check out my article placed in the Fall edition of The Public Relations Strategist, the quarterly publication of PRSA. Continue reading Online Crises: Only Six Social Solutions?
Corporate communicators may be wondering how to support either emergency communications to employees/customers, or humanitarian efforts in the wake of Superstorm Sandy.
Here’s a quick list of top approaches to consider:
EMERGENCY MANAGEMENT TOP APPROACHES
- Ensure employees that their welfare is of utmost importance to company. Consider sharing key official information to keep food/water safe and to manage mold in flood-affected areas. Here are some:
- Connect with local authorities’ information systems to receive official notification of resumed services, power, and/or communications
Continue reading Superstorm Sandy: Immediate Approaches to Consider
Are there particular industries or companies that attract a larger portion of “social media risk” than others?
A colleague of mine recently asked that question and I thought I would share a version of my response.
Rather than focus on vertical industries or specific brands/companies, it might be more instructive to look at three different categories of the types of anger or scrutiny that can snowball when pushed downhill by digitally networked communities. Here are three that I see regularly:
Continue reading 3 Categories of Social Media Risk
There was an interesting post in The New York Times today about labor unions’ use of social media to better inform members on negotiations, solicit ideas and also to rebut rumors. To be sure, unions are also using Facebook, YouTube, Twitter and other digital connections to build momentum for organizing attempts as well.
As unions embrace technology, so must employers. Here are several initial thoughts to consider:
Better monitoring. As unions conduct more digitial dialogue , the ability for companies to monitor those discussions becomes easier. Comprehensive online monitoring systems will probably be a better indicator of a union’s demands than the “watercooler talk” checks of the past. This should eliminate some surprises if there is a rift with the union.
Continue reading Unions, employers and social media