You Can Boost Your Online Reputation

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Some simple daily steps to protect this valuable asset

Establishing and maintaining a positive online reputation is not only beneficial to your bottom line, but also an incredible aid to crisis management when the need arises. While sticky situations or special circumstances certainly call for professional assistance, there’s no reason you can’t be doing some basic, day-to-day online reputation management of your own right now.

We like to share primers on just how to do this when we come across them, and recently spotted a nice infographic from the blog of social media expert Andy Jenkins:

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

– See more at: https://staging.management.org/blogs/crisis-management/2014/07/25/anthrax-scare-blemishes-cdcs-crisis-management-track-record/#sthash.oHbLWuD5.dpuf

How to Dodge a Customer Service Crisis on Social Media

[Editor’s note: The following is a guest post from Justin Belmont, founder of Prose Media. With so many customers flocking to social media to have their problems resolved, it’s absolutely critical that you’re prepared to meet them there.]

Are you missing out on opportunities to stop crises before they start on social media?

Maybe you’ve been neglecting your company’s Twitter and Facebook pages, and it has suddenly hit you that that your business isn’t doing so great. Coincidence? Maybe not.

The days of waiting on hold for the next available representative are coming to an end, and social media is taking over customer service. If you’re not replying to all customer tweets and posts online, you may be losing business and damaging your reputation.

1. Why You Need to Respond

One million people viewed a customer service related tweet per week, and 80% of the tweets are negative or critical, according to a desk.com infographic. Imagine you run a coffee shop in Manhattan, and prospective customers are reading tweets about botched espressos and dirty tables. The odds of them stopping by have just taken a hit. Of Americans aged 18 to 30, 38 million said that social media influence their purchasing decisions; keeping up with your customers online is a must for business success.

A few weeks ago my friend wanted to buy a shirt from Nike that was released on presale. He was bummed that that he couldn’t click fast enough and had just missed their last shirt. He decided to ask the Nike store in a tweet if any more would come out. In less than an hour he got a response. They not only apologized but sent him a link where he could directly order the shirt! He was so amazed and happy with the customer service that he tweeted about the positive experience.

The moral? Responding to your customer matters.

2. Engaging Better

Once you recognize how important it is to be up-to-date on social media, you’ll be in a position to harness their marketing power. It’s amazing how many businesses haven’t caught on to this. In one survey, 58% of customers who tweeted about a bad experience with a company never got a response! If a customer in your store was complaining loudly about your products or service, and no one came to assist him, you certainly wouldn’t have his business for much longer. Your customers want to be heard, and your job isn’t simply to listen, but to engage.

When you’re considering how best to respond, keep this slogan in mind: quick and correct. In the digital age, people don’t just want answers. They want answers now. Social media never sleeps, and you should always be responding in real time. But don’t let quantity trump quality! Your answers should have information and links that fully satisfy the customer. Companies have certainly learned not to frustrate the customer further by skimping on information. Of the few surveyed respondents whose Tweeted complaints were answered (33%), 75% were happy with the response. In the customer service world, that second number isn’t so bad! (Maritz Research and Evolve24 Twitter Study) If Nike hadn’t sent my friend the link for the next shirt, they definitely wouldn’t have gotten his business.

3. Ways to Get it Right

Use whatever strategy you need in responding to your customers. Some businesses, like Best Buy, have made multiple Twitter accounts for customer service, and have since been providing quicker answers for frustrated customers.

If you still doubt the impact this can have on your business, consider an experiment by Zappos clothing shop. Zappos decided to put their customer service to the test and leave no tweet behind. The results were staggering. Zappos garnered over 600 positive tweets per month and an overnight reputation for responsive customer service. The market has spoken, and manning the social media is definitely good for business!

Whatever the size of your business, keeping up with your customers is crucial, and mastering social media is always worth the effort.

Justin Belmont is the founder of Prose Media (prosemedia.com), a custom content writing service for brands, from startups to Fortune 500 companies. Offering solutions ranging from blog posts and social media to web copy and white papers, Prose (@prose) employs top professional journalists and copywriters with expertise in a variety of industries.

What is Group Coaching? How Do You Develop It? (Part 2 of 2)

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In Part 1, we described group coaching, starting with a description of coaching and then group coaching. We also listed many powerful applications of group coaching.

Basic Considerations in Designing Group Coaching

It is very important to customize the design of group coaching to the specific way that you want to use it. There are many considerations to be made during the design. For example:

  1. What is the primary purpose of the groups?
  2. Who will be in the groups?
  3. Will they be from the same organization or different?
  4. Will each work on the same topic or each work on different?
  5. How will they be trained?
  6. What resources will they need?
  7. How will they be facilitated?
  8. How will they be evaluated during and after the groups?
  9. How many meetings will there be and for how long?
  10. How will they communicate?
  11. Who will primarily be responsible for the groups?
  12. Is there a special coaching model that should be used?
  13. Will the model need to be acculturated somehow?
  14. Will they be integrated with other development methods?

Basic Guidelines for Some Common Applications of Group Coaching

To Spread Low-Cost, Core Coaching Skills

The organization should clearly specify the benefits of the groups for the organization and for each of its employees. Specific people should be assigned responsibility for the groups. Plans should be made for quickly starting and spreading the groups across the organization, for example, to have each group member go on to facilitate a new group (sometimes referred to as cascading groups). It will be less expensive if groups can be self-facilitated, so they might need to be trained for that. The supervisors of each of the group members will need to support their employees in the groups. Practical methods will need to be developed to evaluate the groups during and after their sequence of meetings.

To Ensure That Students Apply Content from Trainings

The members of the group should be from the same training program, and the scheduling of the groups will need to match the scheduling of the trainings. The trainers will need to know about the groups and the role of the groups in the program. The group’s coaching process will need to be designed around applying the content of the trainings. Members will need to reference straightforward materials from the trainings. Evaluations of the groups and training should be complementary and not overwhelming.

To Develop and Strengthen a Team

The team will need a clear purpose or charter from the organization. The supervisors of the group members will need to support the members’ time in meetings. The team will need clear procedures for membership, making decisions and generating recommendations. They might need a budget and timeline for their work, as well. If all members are from the same organization, then ground rules and facilitation will need to minimize any inhibitions from members working for the same supervisor.

To Cultivate Deep Networks

The members of the group should feel a strong bond among each other, but have complementary resources and skills. For example, they each might be from a different business unit or organizations. Still, they should feel that they have a lot in common and could benefit from each other. The group process should include each member clarifying what he or she needs, and should ensure that his or her needs are always met in their meetings. Otherwise, the member will not continue to attend the meetings.

For more information, see All About Coaching.

Carter McNamara, MBA, PhD, is a faculty member of ActionLearningSource, which specializes in customizing high-quality Action Learning and group coaching programs for a wide variety of outcomes and applications. The firm also conducts a variety of low-cost, virtual trainings about Action Learning and group coaching.

“Best” Books on Impact Investing

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One measure that impact investing is gaining more traction is the growing collection of books written about that topic. Most of them focus on international investing, but now there are some that address domestic programs as well.

My favorite book on this topic is Impact Investing: Transforming How We Make Money While Making A Difference, by Jed Emerson and Antony Bugg-Levine. That said, here’s a very useful compilation of favorites from Ashtin Jones to read and keep handy on your bookshelf:

“Status of the Social Impact Investing Market: A Primer”

By Dr. Maximilian Martin (Impact Economy, June 2013, 13 pages)

“From Ideas to Practice, Pilots to Strategy: Practical Solutions and Actionable Insights on How to Do Impact Investing”
By Michael Drexler & Abigail Noble (World Economic Forum, December 2013, 60 pages)

“Evolution of an Impact Portfolio: From Implementation to Results”
B
y Justina Lai, Will Morgan, Joshua Newman, Raul Pomares (Sonen Capital, October 2013, 70 pages)

“Impact Investing 2.0: The Way Forward”
By Pacific Community Ventures, Impact Assets, and Duke’s Center for the Advancement of Social Entrepreneurship (41 pages)

“Priming the Pump: The Case for a Sector-Based Approach to Impact Investing”
By Matt Bannick and Paula Goldman (Omidyar Network, September 2012, 27 pages)

“From Blueprint to Scale: The Case for Philanthropy in Impact Investing”
By Harvey Koh, Ashish Karamchandani and Robert Katz (Monitor, April 2012, 64 pages)

Good luck!

How to Keep Your Audience Awake and Engaged

A business woman engaging her audience while laughing

Man Closing EyesYour audience is getting sleepy. Very sleepy. It might be your fault. Maybe you are lecturing too long, or failing to connect the material to the needs of the listener. Maybe your voice is getting monotone, or your war stories are a little long-in-the-tooth. Before you beat yourself up, consider that it might NOT be your fault. The room is too warm or the air too stale. This is their third day in the classroom, listening to content. They might be jet-lagged or slightly hungover. They might be “prisoners” — people who were told to go to training or a meeting but not why it was important to them. Whatever the case, if you see eyes rolling back or heads lolling on shoulders, take immediate action. Some ideas to try:

1. Intersperce discussion or activities with lecture. If you must lecture, break it up into short segments, and put an activity, discussion, quiz, or demonstration every 10 minutes or so.

2. Stop reading your slides. If you have heavy, dense slides, it is oh-so-easy to start reading them. Nothing really is worse. You’ve heard of death by lecture, right? Every few slides, walk away from the screen, or hit the “B” key on your keyboard to blacken your screen. Ask your audience a question–a good open-ended one. Or have them discuss with a partner what they just heard. Anything. Changing gears is essential.

3. Walk closer to the audience. Get out from behind the lectern and get closer to people. Make plenty of eye contact. Talk to them directly. If you know them, call them by name. Always check the size and shape of the room and be sure you can move around. If you are stuck in the front of a long, narrow room, you can get disconnected from your audience too easily.

4. Turn a lecture into a discussion. Using a series of well-planned questions, or a brief activity, or a problem to be solved. Or a story you can tell. Or a war story they can tell you. These methods are far more memorable because they engage the audience in a way that simply listening does not.

5. Call a break. If eyes are closed, learning is stopped. If practical, call for a break on the spot. Suggest people take a quick walk outside, if practical. Or walk up and down a stairwell. If you can’t call a break at that moment, you might just ask them to stand and stretch. Or walk around the room a minute, then come back to their chairs. Be sure to do it with them; you also need an energy break.

6. Ask people to write something down. It’s easy to carry blank 3×5 cards with you, so you can do this spontaneously. And it can be serious or fun: ask them to write down a question they have about the content, or what they would rather be doing right now. Depending on the group, you could read a few of these out loud. Or not!

7. Put them in teams. Break them up for small discussions, problem-solving or brainstorming. But get them away from their physical comfort zone (and their table buddies) by randomly breaking into groups. Just count off to the number of groups you want them in. Or ask them to find someone they don’t know. (I always ask people in multiple-day classes to sit with someone else on the second day. They usually do.)

8. Move them to flip charts. Having them brainstorm and record ideas on flip charts is good because they are standing instead of sitting and thinking instead of listening. They often come up with wonderful ideas when they work together in teams.

9. Use a little healthy competition. Assign points, turn content into a game, or pit one group against another to come up with questions, answers, or whatever. Even if it is a trivia contest for five minutes, we often love to compete. If nothing else, it makes a great change of pace. If you can tie the activity back to content so much the better.

10. Have an paper airplane-flying event. I personally dislike seeing koosh balls fly around the room, (it scares me) but if you ask people to make a paper airplane and fly it, no one will get hurt. Keep it quick and get them back into their seats. Energy restored.

There are ten ideas; did they spark any others for you? Whether it’s your fault, or whether it isn’t, when you are leading a meeting or training session, don’t let your audience fall asleep. Act early and often to keep them energized and awake!

 

Bridgegate Part Deux

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Chris Christie caught in another bridge-related tangle

Fool me once, shame on you; fool me twice, shame on me.

That’s precisely the attitude held by many after revelations that New Jersey Governor Chris Christie was (allegedly) part of not only the now-infamous “Bridgegate” closures, but also some less-than-honest dealings regarding the Pulaski Skyway, a bridge connecting Newark and Jersey City.

Late last month, just as a nationwide PR blitz was beginning to stabilize Christie’s reputation, The New York Times’ Matt Flegenheimer, William Rashbaum and Kate Zerninke broke the story on the new allegations:

The inquiries into securities law violations focus on a period of 2010 and 2011 when Gov. Chris Christie’s administration pressed the Port Authority to pay for extensive repairs to the Skyway and related road projects, diverting money that was to be used on a new Hudson River rail tunnel that Mr. Christie canceled in October 2010.

Again and again, Port Authority lawyers warned against the move: The Pulaski Skyway, they noted, is owned and operated by the state, putting it outside the agency’s purview, according to dozens of memos and emails reviewed by investigators and obtained by The New York Times.

But the Christie administration relentlessly lobbied to use the money for the Skyway, with Mr. Christie announcing publicly that the state planned to rely on Port Authority funds even before an agreement was reached. Eventually, the authority justified the Skyway repairs by casting the bridge as an access road to the Lincoln Tunnel, even though they are not directly connected.

While a close look at the facts will tell you this scenario is completely different from the George Washington Bridge closures Christie stands accused of orchestrating, to the average news consumer it appears as if Christie is smack dab in the middle of Bridgegate Part Deux with the Skyway revelations. In fact, a poll on New Jersey news site NJ.com shows 84% of the nearly 2,000 readers polled believe the second bridge-related investigation will hurt Christie’s chances should he make a bid for the presidency in 2016 as expected.

A key aspect of crisis management is dragging all of the skeletons out of your closet before someone else does it for you. After the furor surrounding Bridgegate left supporters and donors shaken, Christie made the rounds telling everyone they had nothing to worry about, but now that new accusations have emerged how do you think those stakeholders are feeling?

We’ve certainly had presidents involved with more scandalous incidents than this, but if Christie’s reputation continues to slide downhill he may never get the chance to make a run at the Oval Office at all.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

1. Introducing Millennials In Fundraising & 2. Donor Retention: Where the Money Is

A card with the text, money

[Also introducing a new member of The Fundraising Blog family, K. Michael Johnson, who will be writing on the subject of Millennials in Fundraising — Those who are already part of the development world, and those who might become part of that arena.]

1. Millennials in Fundraising: An Introduction – Part I
by K. Michael Johnson

Self-absorbed. Entitled. Distracted. Soft. Flaky. …and those are just some of the words commonly used to describe the Millennial generation.

Now, contrast those terms with the desirable qualities most nonprofits list in fundraising job descriptions:

Dynamic. Energetic. Motivated. Professional. Innovative.

The two sets of adjectives couldn’t be further apart !! So how can Millennials ever fill these jobs? But they must !!

Millennials are an increasing percentage of the labor force, including the nonprofit sector. And, when it comes to development, Millennials will be responsible for more and more of the “asks” our sector makes over the years ahead.

This is the first installment in a series that will tackle the topic of Millennials in fundraising. We will consider common barriers to success and how they can be overcome. We’ll also think through the upside of Millennials engaging in fundraising work. And, of course, we’ll take a look at generational differences in the workplace and what that means for nonprofit organizations.

But first, who are Millennials? The Pew Research Center defines Millennials by the birth year range 1981-1998, which essentially means people aged 16-33 today.

And, depending on who you ask, the Millennial generation is roughly the same size as the Baby Boomers, or a bit larger. Either way, it’s a big group, possibly the largest generation in history, accounting for about 80 million people in the U.S.

Before we get too much further, I should disclose that, yes, I am a Millennial, albeit one of the oldest you’ll find !! Facebook wasn’t around until just after I graduated from college, but I did get my first email address (remember AOL?) in sixth grade.

As an older Millennial, I feel I have a unique vantage point. In many ways I relate to my generation. In many other ways, I find us obnoxious.

What do you think ?

This “Introduction” continues next week.

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K. Michael Johnson is a major gift officer at a large research university
and the founder of Fearless-Fundraising.com ,
where he discusses the inner game of deeper relationships and bigger asks.
You can contact him at K. Michael Johnson.
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Have you seen
The Fundraising Series of ebooks ??

They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

2. Retention – Where The Money Is by Jonathan Howard

The best business is repeat business, whether you are selling razor blades, cars or support for a worthy cause.

In fact, many retailers take a loss on a special offer just to attract customers. They know that some of these new customers will spend enough over time to offset the total cost of their loss-leader.

The same principle applies to direct mail. An estimate from the Association of Fundraising Professionals says that nonprofits spend $1 to $1.25 for every dollar raised in new donor acquisition mailings.

But the cost per dollar raised for renewal mailings to past donors is just 20 cents, according to AFP. You really aren’t adding net resources to your cause until you secure second gifts from those first-time donors.

That’s why a second gift is even more important than the first.

From that gift on, the value of each donor to your organization grows. The lifetime value of a loyal donor can make that small loss on acquisition fade into insignificance. The donor’s value to the organization grows with each subsequent gift.

Unfortunately, something like 70 to 80 percent of first-time givers don’t make a second gift.

Think about that. Some generous person ran the gauntlet of distractions to open your new donor appeal. They took in your message and responded with sympathy. They weighed the pros and cons of giving. They made a decision to act. They acted: wrote a check, found a stamp, walked to the mailbox.

They must have felt pretty good about donating to help your organization. Your acquisition mailing made them believe that their donation would make a difference that they wanted to make.

Yet seven or eight of these new enthusiasts will probably never repeat this satisfying act of support to your organization. We’ll look at why – and how you can beat those odds – in a future post.

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Jon is Vice President of Cause & Effect, Inc.
He has helped nonprofits develop successful direct response strategies and
effective donor communications
for more than 25 years.
Contact Jonathan Howard or
visit the Cause & Effect website

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks ??

They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would like to comment/expand on the either-or-both of the above pieces, or would just like to offer your thoughts on the subjects of this posting, we encourage you to “Leave a Reply.”

6 Steps to Resolving a Level 1 Disagreement

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A disagreement arises in a meeting you are facilitating. This is an inevitable scenario in many types of meetings where a group needs to come to critical decisions – such as strategic planning or issue resolution sessions. How do you – the person in the room responsible for building consensus – resolve it without breaking group dynamics or creating a tense environment of division? It’s a tough job, but you can (and need to) do it.

Here’s one way to resolve the disagreement. NOTE! It is important to first understand that these steps are specifically for situations where the disagreers are disagreeing on information – what we refer to as “Level 1 Disagreement” in our facilitation training, The Effective Facilitator. For disagreements based on values or past history, you’ll need to apply other approaches that we also teach in The Effective Facilitator.

These six steps will help you resolve disagreement by delineating the alternatives:

Step 1 – Start with Agreement

Starting with agreement helps both parties see that they already have something in common. This initial agreement can serve as a bridge for constructing the final solution.

Step 2 – Confirm the Source of the Disagreement

Identifying the source of the disagreement shows the parties that they are not far apart, despite the fact that the discussion may have become somewhat strained.

Step 3 – Identify the Alternatives under Discussion

Once the source of the disagreement is confirmed, you will then identify the alternatives that have been discussed. If there are two alternatives, create a two column chart – on a flip chart or projected screen – labeling the columns with the name of each alternative. If there are more than two alternatives, you will have as many columns as you have alternatives.

Step 4 – Ask Specific Delineating Questions to Each Party

For each alternative, direct specific questions at the supporter of the alternative and record the responses on the flip chart or screen. For example, in a case where the disagreers disagree about who in an organization should take a specific training course, the questions might be:

► How much will it cost?

► How long will it take?

► What is involved?

► Who is involved?

Step 5 – Summarize the Information

After getting the details for each alternative, summarize the key points from the answers uncovered in the previous step.

Step 6 – Take a Consensus Check

Once each alternative is delineated and summarized, check to determine if consensus has been reached. If consensus has been reached, you will be able to move on. If consensus has not been reached, you will want to move to other consensus building techniques.

Don’t let disagreement bury your group’s meeting outcome. Find other ways to resolve disagreement and create consensus, such as the Strengths and Weaknesses and Merging approaches – taught in The Effective Facilitator.

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Certified Master Facilitator Michael Wilkinson is the CEO and Managing Director of Leadership Strategies, Inc., The Facilitation Company and author of The Secrets of Facilitation 2nd Edition, The Secrets to Masterful Meetings, and The Executive Guide to Facilitating Strategy. Leadership Strategies is a global leader in meeting facilitation, providing companies with dynamic professional facilitators who lead executive teams and task forces in areas like strategic planning, issue resolution, process improvement and others. The company is also a leading provider of facilitation training in the United States, having trained over 19,000 individuals.

Social Media Customer Service as Crisis Management Tool

If you’re not using social media for customer service, you’re asking for crises

Without a doubt, upset customers are one of the leading, and most preventable, causes of crisis. While social media should be enabling organizations large and small to communicate on a personal level with the people who hand them their hard-earned money, too often it’s used purely as a marketing vehicle, if at all. Today, a customer tweet that gets no response is as bad as someone calling your office number and getting no response. Oh, except there are no “office hours” for social media.

The most successful businesses in the world have dedicated people working their social media customer service departments, and this infographic by Bluewolf will help you understand why:

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

Bad Endorsements a Quick Road to Crisis Management

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Dr. Oz finds reputation risk at the end of yellow brick road paved by bogus claims

“Dr.Oz”, the celebrity doctor frequently seen on TV shouting about how this or that is a “miracle” treatment for what ails you, is learning the hard way that endorsing bad products is likely to land you in the hot seat. Oz took a verbal beating as he sat in a Senate hearing about bogus diet product, being accused of powering scammer’s efforts with his overly enthusiastic support of unproven products.

NBC News’ Maggie Fox reported on the hearing, captured its tone perfectly with this quote

Oz was held up as the power driving many of the fraudulent ads, even as he argued he was himself the victim of the scammers. The hearing is a follow-up to the Federal Trade Commission’s crackdown last January against fake diet products.

“I don’t get why you need to say this stuff because you know it’s not true,” Missouri Sen. Claire McCaskill, a Democrat who chairs a Senate subcommittee on consumer protection, said at the hearing. “So why, when you have this amazing megaphone…why would you cheapen your show by saying things like that?”

The driving force behind Dr. Oz’s power is his credibility. However inaccurate it may be, he is seen by a huge segment of TV viewers as a credible person. By giving his endorsement to products that don’t do what they claim, or could even be dangerous, Oz is putting his showbiz career on the line. And, considering he dropped several quotes, for example, “When we write a script, we need to generate enthusiasm and engage the viewer”, that completely dismissed the points made by the Senate committee, we don’t think the doc understands the slippery slope he’s sitting on.

With power comes responsibility. If you’re in a position to influence others and you send them down the wrong path, whether on purpose or accidentally, it’s your reputation that will take the hit.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]