How You Can Cause a Crisis by Giving Someone the Finger

A woman working through some office crisis

Quick slip leads to national crisis

Sandwich specialist Arby’s is the latest to join the long list of fast food organizations to have served up various body parts to customers. By literally serving a 14-year-old a piece of an employee’s finger in a roast beef sandwich, one Michigan-area Arby’s kicked off a national crisis. Arby’s corporate response was to issue a vague statement claiming that it has been, “in touch with its nationwide network of restaurants to reinforce training and safety protocols for our 66,000 employees.” Although the thought behind the statement was good, it isn’t specific enough to be effective. In a recent USA Today article by Bruce Horovitz, BCM President Jonathan Bernstein offered his advice to Arby’s:

Explain preventive actions: Arby’s needs to explain, in detail, what it’s doing to make sure nothing like this happens again, says Jonathan Bernstein, president of Bernstein Crisis Management.

Incidents like this undermine customer’s faith in an organization, which in turn keeps them doing business with you. The only way to get it back (and thus, the dollars you’re missing out on) is for Arby’s to explain exactly how it is going to make sure that each and every one of us doesn’t end up being given the finger.

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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, and 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]

Citibank – A Grimm Fairy Tale (update)

The-front-view-of-a-city-national-bank

Citibank – A Grimm Fairy Tale

by Jonathan Bernstein

Once upon a time there were two young bankers. We shall call them Mut and Geoff.

Mut and Geoff were employed by — yea, verily — a bank. We shall call it Citibank. They worked in the towne of Pasadena, in the shire of Los Angeles.

In the latter half of March, in the year 2012, banker Mut contacted me, quite excited.

“Sire, as you know, Citimortgage currently holds the deed on your faire property. We thought you might be interested in refinancing now, because rates will rise as surely as scones contain currants.”

Now, dear readers, this possibility seemed to be a fairy tale, although young Mut claimed that it was one of the Hans Christian Anderson variety. In our reality, we had acquired said home in 2006, when the real estate market was at its very peak and, of course, soon became piqued. Thus, our residence lost 20% of its value (our down payment) in the subsequent two years. We believed, from what the Shire Assessor told us, that values had come back up perhaps 10%. But there was no way that our home could meet the magical 80/20 Loan-to-Value ratio required by lenders today.

“Nay nay,” sayeth Mut. “A home very comparable to yours, and barely more than a stone’s throw away from your abode, just sold for a price almost 20% HIGHER than what you PAID for yours.” Yes, he actually spoke in capital letters.

Thus encouraged, we said, “Yes, let’s proceed.” Mut inquired after and received information on our not-inconsiderable resources in order for his employer to be comfortable that we were unlikely to default on any agreement. As we had already been faithfully paying for the deed they already held in their vaults over the past six years, we were not surprised when they expressed the belief that we were unlikely to default on any agreement. An even more exhilarated young Mut then scheduled an appointment at our abode to begin the inevitable paperwork.

On the day of our appointment, Mut arrived in the company of Geoff who, we were told, did for the banking side of Citibank what Mut did for the mortgage side – recruited and served new customers as their “personal banker.”

The intrepid duo arrived bearing gifts, no less. A cup, although our cup cupboard already floweth over. A golf umbrella, should we want traffic helicopters and military spy satellites to be able to read the Citibank logo when it was in use. A zip-up money pouch with which to ferry our fortune to Citibank’s branches. A soft ball suitable for choking children and small pets. And a padded notebook computer case that was missing a handle.

Geoff took this opportunity to portray the many sundry benefits associated with becoming a “Citibank Gold” customer. “What!” exclaimed I. “We get more than this bountiful display of specialty product largesse just foisted upon us? Capital, just capital!”

Apparently, if we were willing to transfer every farthing we had saved and all immediately available monies to their safekeeping, Citibank would countenance a slight reduction in the lending rate and would assign a senior bank clerk to personally assist us with transferring our wealth and even increasing their assets…no, perhaps that was increasing our assets…ah well, I digress.

“How much do I need to transfer into a Citigold Account to receive these benefits,” I asked Geoff.

“Well,” he said, “If you transferred $250,000 we could…….”

At that point, Geoff thought it prudent to stop, as my fingers were involuntarily starting to clench as if around a man’s throat.

“Young sir, what is the MINIMUM that I need to transfer at this time for such benefits?” I said, prudently restraining myself.

“Sire, that would be only $100.”

“Make it so,” said I, fulfilling a long-time ambition to sound like the dashing adventurer Jean-Luc Picard.

With papers signed, Mut and Geoff departed our home. A few days later, as we expected, a private appraiser and her nervous-looking assistant wandered about our property, making notes and looking secretive. At one point, she spoke aloud about the number of bathrooms in our home, requiring my wife to note that somehow this skilled professional had missed one bathroom. We bid her farewell, and continued to wait.

Then, the electronic post delivered the appraisal report, which caused us, upon perusal, to feel shocked, dismayed, agitated, disheartened and completely out of sorts of all sort.

Readers, hark ye back to the beginning of this story, when Mut told us that a comparable commorancy had sold recently for a price “20% HIGHER than what you paid for YOURS.” The appraiser’s appraisal agreed that said property was physically comparable to ours — and noted that it had sold for exactly the same price as we paid for ours. Other comparable properties sold for even less. In short, the bank’s loan-to-value requirements could not be met and our entire experience had been for naught.

Then began a lengthy series of calls and emails between myself and Mut in which I noted, repeatedly, that whether by error or intent, he had enticed our participation in this lengthy process by using false information — and in which, repeatedly, he COMPLETELY ignored that assertion in favor of gobbledegook, gibberish and falderal.

His motive? Dear readers, I cannot read his mind. Maybe he was being lauded for simply bringing borrowers into their system, hoping to at least retain our banking business. Maybe he, a “home lending specialist,” couldn’t read a real estate listing. Maybe bank training and supervision had underserved Mut. I know not.

Imagine our amusement, then, when we received a form-missive from Citibank which read as follows:

“Pursuant to your request, we have withdrawn your mortgage loan, for the above referenced application, as of today’s date.”

Unable to restrain myself, I wrote to Mut one more time, asking him to inform his superiors that their letter was grossly inaccurate, that it should have said:

“Pursuant to our misrepresentation of home closing prices in your area and the subsequent appraisal that did not meet our LTV requirements, we have denied the mortgage refinance loan that we shouldn’t have approached you for in the first place.”

Admirer that I am of Don Quixote, Rambo and others who take on often fruitless quests, I felt compelled to continue the dialogue with “anyone other than Mut” at Citibank in the hopes of, perhaps, preventing another homeowner from being similarly victimized.

As I ready to publish this tale, I have been engaged in a thus-far-futile multi-day set of communications in and out of the land of Twitter, attempting to find a lending supervisor to contact me. Many have promised, none have done so to date. How utterly…Citibank.

[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., author of Keeping the Wolves at Bay – Media Training and Manager’s Guide to Crisis Management.]

POSTSCRIPT – The above was published on 4-21-12. Below I will append the story with updates based on new contact from Citibank.

4-22-12 — This evening I received email from Friar Tuck, who has the daunting task of supervising young Mut. In the email, he claimed to have called my cellphone number several times, only to get someone with a Spanish accent telling him I wasn’t home. As neither I nor my wife have such an accent, and as no one else is ever in possession of said phone, this bizarre communication only added further dark comedy to my tale.

HOWEVER, dear readers, when I called the good Friar at his email invitation, for the first time I heard words appropriate to the situation — although, apparently, he had not read most of the emails I had exchanged with Mut, nor had he yet seen the story printed herein. He agreed that Mut’s nonsensical denial of reality had been inappropriate, and pledged to find out what happened and get back to me. He wisely “connected” with me by asking me questions about my interests and profession (smart work, Friar). And he hinted at the possibility that his bank might be able to do something to improve our mortgage situation in some way.

4-23-12 — Just when I thought I couldn’t be more astonished than I had been to date by the behavior of Citibank reps, I received this email from Friar Tuck, printed here verbatim:

Mr. Bernstein,

Can you please provide me with your complete address and loan number currently with Citibank? Yes, I do have access to the information, but to be honest it will be most accurate coming from you and since I am fairly new, it would take me more time than you would find acceptable. If you’d like however, I can get the information myself…you choose 🙂 I need to get it to my modification team to see if there is anything I can do.

Yes, you read that correctly. The bank officer came to ME to provide him with information on my mortgage with Citibank because it would be “most accurate” coming from me than from the bank’s own records! Not to mention that it’s inappropriate for banking officers to ask for that type of confidential information by email.

Additionally, I had neglected to mention earlier in this tale that young Geoff contributed further to our unhappiness, in that when we received the checks for our Citigold account, they were neither the design nor the number series we had requested. I called that to his attention a fortnight ago and he promised to remedy the error. He has not.

5-1-12 — In the week past, more rascalism ensued at the bank. My credit card invoice revealed that the aborted loan-related charges, which Mut said were being reversed, had not been. Tuck says he’s “on it” – but apparently “it” is a turtle. And Tuck’s emails make it clear that there is very little chance that any of this will be resolved in our favor.

END OF THE STORY – No resolution at all. Friar Tuck thought I should be impressed with the EFFORT they put into producing no resolution at all, however. Really! A direct quote:

“What I hope you take out of this is the amount of time we at Citibank have spent trying to resolve this to your 100% satisfaction.”

..and then he must have been eating some funny mushrooms he found in Sherwood Forest, because he added,”

“I hope that you choose to continue to do business with a bank that will dedicate this much time to making you happy.”

This situation has long since passed the “you couldn’t pay me to….” level. And so I must, sadly, bid Citibank adieu, and hope that they enjoy their petard hoisting party.

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For more resources, see the Free Management Library topic: Crisis Management
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The Digital Media Law Project

An office team having a meeting on digital appraisal;

[Editor’s note: We’re pleased to bring you this description of the Digital Media Law Project, written by Jeff Hermes, its director. We’re sure you’ll see the relevance to the field of crisis management.]

Providing Legal Resources to Online Journalism

Although some sectors of the journalism industry have recently shown signs of recovery, the future of investigative journalism remains uncertain and many local news markets remain undeserved. And yet, this is a period of striking innovation; experiments with new business models abound as innovators in the journalism space attempt to fill the information gap left by the contraction of traditional news organizations. Professional journalists have discovered a new voice through independent online ventures. Organizations and individuals without professional journalism training have launched services that perform functions similar to those carried out by traditional media.

But unlike established media organizations that have the resources to pursue reporting in the face of legal challenges, many online journalism ventures lack the legal expertise and financial resources necessary to protect themselves. Without assistance, one threatening letter can close an important avenue of reporting, and one lawsuit can shut down a promising journalism site. Access to experienced counsel can guide these parties through the risky early stages of a venture, and allow them to stand up for their First Amendment rights.

The Digital Media Law Project (“DMLP”), based at Harvard University’s Berkman Center for Internet & Society, works to ensure that individuals and organizations involved in online journalism and digital media have access to the legal resources, education, tools, and representation that they need to thrive.

The DMLP carries out its mission through five core initiatives: (1) maintaining a detailed legal guide for non-lawyers; (2) compiling a searchable database of legal threats directed at online publishers; (3) facilitating access for online publishers to legal representation through its nationwide attorney referral service; (4) engaging in research and responsive activity to address breaking issues in digital media law; and (5) publishing regularly on current issues in media law, technology law and journalism.

Legal Guide: Our Legal Guide provides guidance on a wide array of state and federal law topics, in a manner accessible to digital media creators and others without formal legal training. The Legal Guide is comprised of more than 600 detailed articles divided into six major topics: business formation; risks of operating an online business; newsgathering and privacy; access to government information; risks associated with publication; and intellectual property.

Threats Database: The DMLP maintains a publicly available database of lawsuits, subpoenas, and other legal threats directed at online publishers. The database currently contains over 900 entries, each consisting of a plain-language description of the case or threat and links to blog or press coverage. Most entries also contain the underlying documents, including copies of cease-and-desist letters, lawsuit complaints, legal briefs, and court orders. The database has been cited in more than thirty-five law journal articles, including articles by leading scholars in First Amendment and intellectual property law.

Attorney Referrals: For more than two years, the DMLP has operated the Online Media Legal Network (“OMLN”), a free legal referral service that connects digital publishers directly with experienced business and litigation counsel on a pro bono or reduced fee basis. We currently have more than 250 attorneys, law firms and legal clinics in 49 states plus the District of Columbia, and have assisted over 185 clients in finding legal advice with respect to more than 375 separate matters. The legal needs of OMLN clients are diverse, and have included issues such as for-profit and non-profit business formation, transactional and licensing issues, intellectual property disputes, newsgathering rights, and defense of defamation claims and other content liability issues. Neither clients nor attorneys are charged any fees by the DMLP; you can request legal assistance with your digital journalism or publishing project through the OMLN website.

Research & Response: Our central vantage point on issues affecting the journalism industry enables us to detect urgent issues affecting digital journalism as they arise. Our attorney and client networks, together with our tracking of legal threats, serve as an “early warning system” for urgent legal needs affecting the digital journalism community. This permits us to respond with relevant information and legal resources in an informed and timely manner, collaborating with our wide array of partner organizations where appropriate. We have drafted issue guides, filed amicus curiae briefs, spoken to the press and to audiences at conferences and universities, and served experimental journalism projects in an advisory capacity.

DMLP Publishing: Through the DMLP Blog, our staff and contributors comment on breaking news and current affairs in law and media. Contributors to the Blog include a diverse group of lawyers, law professors, law students, and others with an interest in digital media. We also publish a monthly newsletter, the Citizen Media Law Brief, which updates subscribers on the activities of the DMLP and provides links to media law-related news items from other sources.

For more information about the DMLP, please visit our website!

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For more resources, see the Free Management Library topic: Crisis Management
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Jeff Hermes is Director of the Digital Media Law Project, Berkman Center for Internet & Society

Handling Negative Comments

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Quality response is key

The surging popularity of social reviews by customers, along with the increasing heed they are paid by those seeking to hire a contractor or make a purchase, makes responding to and resolving complaints a major priority. Many will be rational, some will be pure emotional venting, and yes, there will be the trolls that are out to catch their jollies by provoking a rise out of you. The following quote, from a Social Axis blog post, holds some solid advice to get you on your way:

If someone is leaving negative comments about your company, respond! Even if they are intentionally attacking your company (or ‘trolling’), then invite them to please contact you directly so you can help them with their issues. And remember, if someone is leaving comments that personally attack your employees or customers, or that contain profanity or inflammatory language, you should delete them. Now if they are simply saying that they think your company sucks, deleting these types of comments will tend to draw more of the same. People can see when someone has crossed the line with the tone of their comments, and they won’t fault a blogging company for deleting comments in this case.

We would like to amend this with one recommendation – if the trolling is taking place on another forum or blog that you do not control, it’s often not a good idea to post your response there. Many times it will only serve to drive more views to the offending page, when your true goal is to attract them to your own.

If you need more motivation to ensure stakeholders are happy on a daily basis, the popularity of social review means another thing – when negative comments surface, fans of your company will often leap to its defense, backing you up and creating a powerful crisis management force.

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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, and 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]

Correcting a Customer Complaint Crisis

Two-ladies-working-on-a-video-test-project-together

Get it right, or the world will hear

When passengers aboard a Middle East Airlines flight discovered that not only did their plane have no air conditioning in the scorching heat, but was also full of broken tables, malfunctioning entertainment systems, and safety booklets stuck together with chewing gum, the logical first step was to ask the flight team about the plane’s shabby condition. Blown off by the lead stewardess, disgruntled passenger Hussein Dajani took his complaint to MEA’s Facebook page after landing, where he found support and many corroborating stories from fellow MEA customers.

MEA’s response? They banned Dajani’s account from their Facebook wall and deleted his posts. We’ve said it before, and you know we’ll say it again, deleting legitimate criticism is a surefire way to create a need for crisis management in your organization. With mainstream media in the region picking up the story, MEA had only one choice, take massive reputation damage in the court of public opinion, or set things right. This time MEA leadership made the correct call, and issued a fairly solid statement right where the action was, on their Facebook wall. Featuring an admittal of fault and outlining a plan to become more aware of both service issues and customer complaints, as well as offering a direct contact for customer complaints and including an increased interest and presence in social media, this step helped diffuse much of the negative sentiment gathering around the airline.

One thing MEA could have done better (avoiding the initial situation aside) is to include an actual apology in its statement, ideally in the opening paragraph, which reads:

In the past week or so, videos and pictures have been circulated on the web pointing out problems customers have faced on a couple of MEA flights. They included service quality issues such as an out of use seat and a dysfunctional display unit amongst others. These videos and pictures created with the intention of raising awareness about MEA’s customer service, and which have caused others to provide valuable comments and feedback, have been taken on-board wholeheartedly.

Tack a “We thank our customers for sharing with us, and apologize for any confusion or discomfort they may have experienced” onto that, and you raise the effectiveness of the entire statement. Overall, decent crisis management from MEA, especially for company that is still learning. So long as it truly works to solve the underlying issues at hand, MEA should come out of this one unscathed.

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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, and 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]

Crisis Management During Hard Times

An office managerial team tackling an impending crisis in the company

[Editor’s note: Today we bring you a special guest post by our multi-cultural colleague, Carlos Victor Costa, that takes a hard look at the Spanish royal family’s most recent crisis]

Crisis Management During Hard Times: Lessons from the King and the Elephants

Once upon a time there was a very happy Kingdom with a much beloved king. Everything was fine, people had money, dreams and their king was bold and young and fair. But time went by, and things changed: peopled ceased to have money, jobs grew scarce, people started to worry about their dreams and were not happy anymore. Meanwhile, the king grew old, but kept doing the type of things that Kings usually like to do, such as hunting and hanging out in the company of wealthy, beautiful people.

Unfortunately, while hunting elephants in Africa (exotic land of Simba, The King Lion) something unexpected happened: he missed his shot, and had an accident. He broke his hips, people’s dreams – and his image of bold, young and fair.

While all this seems to be a sad ending for an unusual fairy tale, it is, in fact, true. King Juan Carlos I from Spain suffered an accident while hunting elephants in Botswana that received huge international press coverage recently and left us some lessons about crisis management during the hard times we are living. The main one, I guess, it is something that I heard for the first time from Richard Edelman called “the dialectic between control and credibility.”

Institutions are having a hard time managing this dialectic. How do they keep secrets under wraps, while managing public image in a coherent way, aligning image to stakeholders´ expectations? The crisis era we live in demands more sensibility from companies in order to keep things smooth in the public arena, something that, apparently, was missed in this example.

We can learn from the royal case some interesting lessons that explain the forces behind this dialectic struggle between message control and credibility building:

  1. Secrecy doesn’t exist anymore.
    One of the most shocking aspects about this crisis (personal and institutional for Spain and Spain´s royalty) was that, apparently, the king´s trip was not communicated (as law requires) to Spain´s head of Government (Spain is a parliamentary monarchy). However, once the accident happened, the trip got immediate attention in a world avid for news like this. Bad risk management.
  2. Empathy should be real, otherwise it is just royal propaganda
    Spain has Europe´s highest unemployment rate, one in four Spaniards doesn´t have a job. The government is working on a radical turnaround plan that includes very unpopular measures such as tax increases and cuttings in health and education, among other public expenditures. As we know, in modern democracies, monarchy is seen as an OK thing that unifies a country on its cultural roots and common past, like in Britain. And, actually, to be fair, King Juan Carlos I has been seen as more than just a symbol, he has an impeccable track record in crucial moments of Spain´s recent history (like when he stood for democracy during a military coup d´etat). However, while nobody expects the royal family to fly economy class, taking a leisurely trip to hunt elephants is not exactly a good message to give in times like these. Bad reputation management.
  3. Everything is connected
    Much like the British royal family 15 years ago, Spain´s first family has been suffering its astral hell in the last months. The king´s son-in-law is being investigated for fiscal fraud in a high-profile case, and, a couple of weeks ago, the king´s grandson shot himself in the foot (the kid´s just 13, and at that age he legally cannot carry a gun). I can only remember in the recent years BP´s CEO Tony Hayward having such a talent to do the wrong things at the right time (my post on this here). Couldn´t the king postpone the trip? Bad, bad, timing.
  4. Other aspects: To make things worse, this imbroglio brought to light two additional aspects –
  • The fact that Juan Carlos I was honorary president of the World Wildlife Fund didn´t help to improve things here. Through an activism online site called Actuable (Change.org Spanish clone) more than 80,000 people required WWF to end the King´s job as the institution´s honorary president. At the end of last week, WWF’s board in Spain voted unanimously to make this happen.
  • Finally, guess who had been invited to the hunting? The organizer of the safari was a beautiful German princess and the gossip around this suggests a possible closer than expected relationship between her and the king, spicing things a little bit more. The German newspaper Bild displayed a photo of the two on an official trip.

How did all this end up?

In an unprecedented gesture, Juan Carlos I left the hospital and, with a quick statement, apologized to the people in a typical “Dropped the ball, I am sorry, will never happen again”. As the press said, Spaniards aren´t accustomed to accepting guilt easily, and such attitude might open an incredible precedent, leading people to see themselves from a different perspective; if even a king can make mistakes, ordinary people can, too, and to accept mistakes is the first step to change things for the better. That would be nice if it really happened, and it would be the good part of the lesson learned by the country from this sad fairy tale.

Or not?

Some analysts like the respected academic Manual Castells produced a fierce article asking the king to resign and others (like me) say that “sorry” has become a devaluated currency: everybody says sorry. Politicians (like Clinton) say sorry, CEOs (like BP´s) say sorry, high profile athletes (like Tiger Woods) say sorry. Is that genuine or just an easy way out taught by spin doctors? Can credibility be regained just by saying “I´m sorry”?

In general, I guess people welcome an apology as a first step, but things really have to change in order to regain trust, otherwise the reputation will be tarnished. However, their positive inner feelings regarding the person can play an important part on the outcome, and if nothing bad happens again, everything returns to normal, and the issue will be regarded as the bad story that everybody prefers not to talk about at family dinner.

Other people will simply just forget all the fuss, and see the story as another curiosity from rich public people and their extravagant life style. Let´s move on to the next scandal.

The elephants, on the other hand, they don´t forget.

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For more resources, see the Free Management Library topic: Crisis Management
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Carlos Victor Costa is a Brazilian professor and consultant living in Madrid. He writes the blog www.carlosvictorcosta.com

Listening for a Crisis

A man stresse4d out of crisis arising in the offive

[Editors’ Note: We’re pleased to bring you this guest blog post by Bernstein Crisis Management contractor Chris Syme, excerpted from her new book.]

Keep your ear to the ground, and catch crises early

One of the best ways to avert a listening for a crisis is to see one coming and be proactive. Savvy crisis managers monitor online conversations and are ready to respond if needed. When it comes to setting up a listening dashboard online, there are a variety of tools available that fit any budget from free to enterprise level. Your crisis communications plan should include the people, resources, and time necessary to monitor the digital space.

Listening tools can be simple or elaborate . They can be free or expensive. If you’re a beginner or a small business or organization, I recommend starting with a free “suite” of tools and evaluate what people, time, and resources you can dedicate to listening before buying an application.

Below are recommendations for tools in three price categories. There are tools for listening in the “open space” and crowdsourcing tools that work in the already-established communities that reside on your social channels and website. Consider both. Use open space tools if you only have budget and time for one set.

Open Space No Budget: Hootsuite, Google Alerts, Social Mention, and others

If you’re a beginner, start with free real-time applications for a month or so.

I’ve found that Hootsuite is the most comprehensive (and reliable) free tool for monitoring basic social media applications. Hootsuite also has a good mobile app. The service is “in the cloud” meaning it isn’t housed on your device, so you can basically login to your account anywhere, at any time, and from any device.

With the free version of HootSuite, you have the ability to monitor accounts from Twitter, Facebook, LinkedIn, Foursquare, Ping, WordPress, MySpace, and mixi. You are allowed one admin to control those accounts, and you can monitor (and post to) a maximum of five social media accounts.

Also, Hootsuite offers a free “click summary” of links you have tweeted. The report gives you basic information about number of clicks by day and ranks your retweets and clicks during the reporting period. If you’ve never looked at any of your social media data before, this is a good way to get started. You can set up searches to monitor your brand, a hashtag, or any set of words, similar to Google Alerts.

In addition to monitoring, you can also post to each account using Hootsuite. It also includes a scheduling feature so you can write several posts at one time and schedule them throughout the day or week.

Google Alerts are easy to set up and cover online mentions on the web, but the search giant is not as strong for social platforms. Google does not monitor Twitter or Facebook posts, so you will be missing social platforms if this is your only tool. You can set-up keyword searches to monitor, and also control how often you get notifications: as it happens, once per day, or once per week. If you are monitoring for crisis, we suggest you use “as it happens.”

Social Mention offers real-time searches in the social media space around specific search terms, but doesn’t monitor the web like Google Alerts.

Open Space Low Budget: Sprout Social , Hootsuite Pro

When we say small budget, we mean less than $50 month. Hootsuite Pro is only $5.99 per month and offers unlimited profiles (in the platforms Hootsuite supports—see above), an additional admin, integration with Google Analytics, unlimited RSS feeds, Facebook Insights integration, an archive option, and access to more data reports. Additional admins can be added for $15 each per month. The downside is the lack of ability to search the internet in general. You’d need to supplement with an internet search of some kind.

Sprout Social is an inexpensive, but very comprehensive social monitoring and posting dashboard. They have two smaller plans—the Pro at $9.00 per month and the Small Biz at $39.00 per month. There is quite a jump in services between the two plans so you will want to look at their pricing plans to see what works for you. Sprout Social offers an enterprise-level program as well.

For CKSyme.org, I use the “Pro” version of Sprout Social. In addition to the Sprout Social analytics dashboard, I also have several Google Alerts and Twitter searches that are run through the Sprout Social dashboard. This single-administrator system works well for my business.

Resource Alert!

Tripwire also published a comprehensive list of monitoring tools in July 2011. Some are free, some are pay-per. You’ll have to read through the list to find out which is which. As you do, you’ll notice that many of these tools are platform-specific to Facebook or Twitter or the web. Look for one that can give you at least all of the major social platforms, if not all.

If you’re already listening to people who are in your social media space , you might consider a crowdsourcing tool that helps you connect as well as listen. Two good ones are GetSatisfaction (which integrates with Salesforce) and UserVoice. Both have pricing plans that start low and go to enterprise level.

Trouble can start in your own backyard. Smart companies are using social media to listen to their customers as well as monitoring the “open space” on the internet.

Open Space Big Budget: Radian6, Scout Labs (Lithium), Meltwater Buzz, Argyle Social, Wildfire, Expion, and many more)

If you are interested in enterprise-level monitoring systems for businesses or organizations, Jeremiah Owyang released a report in January, 2012 detailing the best SMMS tools out there. This detailed slide presentation includes many helpful insights gleaned from his research on social media monitoring.

Crowdsourcing Tools:

If you have communities built on several social platforms already , you might consider a crowdsourcing tool that helps you connect as well as listen. Two good ones are GetSatisfaction (which integrates with Salesforce) and UserVoice. Both have pricing plans that start low and go to enterprise level.

Trouble can start in your own backyard. Smart companies are using social media to listen to their customers as well as monitoring the “open space” on the internet.

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For more resources, see the Free Management Library topic: Crisis Management
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Excerpted from the coming e-book, Listen, Engage, Respond: Crisis Communications in Real-Time. Watch http://www.cksyme.org for the release in May. Use by permission. Author Chris Syme has over 25 years experience in the communications industry and is currently principal at CK Syme.org. The agency specializes in real-time communications, including reputation and crisis, social media, and media training.

More Military Crisis Management

young-soldier-affected-by-ptsd-effect.

Newly surfaced photos bring reputation damage

More damaging photographs of U.S. soliders surfaced last week, hot on the heels of the controversial Marine “SS” flag picture crisis. This time, the photos depicted soldiers in what they apparently thought were comedic poses with dead Afgan insurgents.

How did the public come to see these pictures at all, you ask? A quote, from a USA Today article by Tom Vanden Brook:

The photos, published in the Los Angeles Times, purportedly were taken in 2010 and show a soldier with the hand of a dead insurgent on his shoulder and another with soldiers holding the legs of a corpse.

The Times obtained them from an unnamed soldier who served with the 82nd Airborne Division in a province south of Kabul. Military officials had requested that the newspaper not publish the images, saying they would put troops at risk.

 

The soldier, the Times reported, gave the photos to the media because of concerns about “a breakdown in leadership and discipline that he believed compromised the safety of the troops.”

We have long spoken about how the Internet has resulted in widespread public knowledge of situations that, before Internet-centered communications became so easy, would have remained unpublicized. What these soldiers did was horrific, but also completely typical for any location where there has been warfare for an extended period of time. The psychological impact of constant combat and the perpetual threat of instant death break some people, mentally. At the same time, I seriously doubt those soldiers received much training (and refresher training) to the effect that “whatever you do out there could end up posted on YouTube.” Maybe that would have made them think twice – and maybe not.

One thing the Army may want to consider is taking some tips from its brethren in the Navy, who are are making great use of social media to build good will with the public that can be banked for future crisis management.

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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, and 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]

$28k of Taxpayer Money…to Tweet?

A person tying on a laptop with tax on the desktop

Wasteful spending wrecks Philly Councilman’s rep

Philidelphia Councilman Jim Kenney doesn’t know how to Tweet. Not only that, but his PR guy, Martin O’Rourke, who collects $30,000 of taxpayer money every year to handle communications for Kenney, doesn’t either. Logic should direct these two towards taking a few of those bucks and hustling to the nearest social media seminar, right? Think again. Instead, Kenney dropped another $28,800 in tax money on hiring ChatterBlast, a social media management firm.

Check out a few of the choice quotes in this case, from a Philly.com article by Holly Otterbein and William Bender:

No other Council member pays a contractor to help with Twitter. Just Kenney, who has the third-priciest staff on Council. He has 10 staff members with a payroll of $654,034, including his salary – plus another outside communications consultant.

Why does he need ChatterBlast on top of that?

“I, at 53 years old, do not have that facility,” he said. “So I need consultant advice to communicate with a group of folks who are not necessarily in my age group.”

Martin O’Rourke, the politically connected PR man whom Kenney’s office already is paying $30,000 this fiscal year for a communications contract, doesn’t have that facility, either.

 

 

 

 

“I have no clue how to tweet; I still don’t understand the mechanics of it. It’s a thing of the future,” said O’Rourke, who has earned big bucks through contracts with City Controller Alan Butkovitz’s office and the Philadelphia Parking Authority.

If you’re anything like us, your jaw smacked the floor after reading that last comment. A major PR professional not only admitting that he doesn’t understand the physical mechanics of posting to Twitter (uhm…type, click, done?), but calling it “a thing of the future” is nearly beyond belief at this point.

Recent attention already has Philly taxpayers riled up about the situation. We wonder if Chatterbox can help Kenney keep up with all the negativity?

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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, and 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]

Dane Elicits Pain About Obama’s Public Speaking

president Barack Obama addressing the public

Editorial by Jonathan Bernstein

Does being the chief resident of the White House erode your public speaking ability?

Is it time to find some new speech writers?

Are you making so many speaking mistakes that they become trends noticeable not just back home, but even by a DANISH TV station?

Yes, yes and YES, Mr. Obama. English, apparently, doesn’t have to be your native language for a journalist to recognize some ridiculous redundancy in what you’ve told world leaders on international television broadcasts.

Disclosure: I voted for you Mr. President, and as a Speech Communications major and public relations professional, have long admired your eloquence – not just when using the teleprompter that has resulted in much teasing, but also off the cuff. Empirically, I have observed a steady deterioration in the originality and fire in your public speaking, but none so embarrassingly obvious as those showcased by host Thomas Buch-Anderson on this clip from the Danish TV show Detektor.

Seen it for yourself? Stopped laughing yet? Alright, let’s check the score card! We have five different countries told that they “punch above their weight,” a boxing analogy that would, of course, be completely meaningless to a high percentage of your audience. Then you told three that the U.S. “has no stronger ally” than them – akin to someone telling the same number of friends that each was your BEST friend. And at least seven more were told they were “one of our strongest allies,” another horse-race with no clear winner.

How about you and your speechwriters starting to cross-reference new material with old – something rather easy to do with the same gadget on which I’m writing this editorial – and, as necessary, learn to use a thesaurus. Or more imagination. This sort of amateurism is an entirely unavoidable embarrassment that helps to create a crisis of confidence in your competence and sincerity.

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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, and author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training.]