Category: Organization Development

Learning crisis patterns can help you prepare for the future

Crisis communications is marked by increased stakeholder expectations of accountability mixed with a whole lot of uncertainty. We see three distinct phases in every crisis; the breaking phase, the maintenance phase and the resolution phase. The challenges of the breaking phase are to focus on speed while maintaining information accuracy, as well as demonstrating organizational accountability in controlling the hazards. In the maintenance phase the organization must contextualize risks, acknowledge and respond to feedback, and dispel rumours in a timely manner. The resolution phase requires an organization to honestly examine mishaps and commit openly to changes in policy or procedures.

This quote, from a Corpen Group blog post by Greg Vanier, helps to explain the distinct phases that every crisis goes through. Breaking it down to this very basic explanation is helpful because it allows one to see that, while the virtual maze of communication that makes up each stage can be confusing to an outsider, the actual steps involved are relatively simple.

This predictable pattern is what allows you to prepare for the unpredictable as well. The fact that you know, for example, that you will need to rapidly disperse information at the beginning of any crisis, means that, regardless of what the crisis may be, you should be prepared and have communications channels in place with employees trained to man them.

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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 Keeping the Wolves at Bay – Media Training.]

Doing the right thing helps the bottom line

It happens from time to time – organizations mess up. Whether it’s problems with new technology, lack of disaster preparedness, or just sending the wrong message, it’s how they recover that distinguishes the cream of the crop.

While there are multiple steps to a good apology, one that is both crucial and oft overlooked was pointed out in a recent post on the Yes That Jill Communications blog:

Accept blame. Look, no one wants to be wrong. But everyone is wrong at least once in their lives. Your time is now and this is going to be easier if you admit it.

Great example: We’re sorry our actions offended our customers. We greatly value your opinions.

Bad example: We’re sorry you feel that way.*

*Tip! You can’t apologize for other people’s feelings. You need to apologize for your role in causing those feelings.

Awful, terrible, no good example: If you didn’t like the ad, you’re obviously not our target demographic. You just don’t understand our art.**

 

 

 

 

 

**This response is even more offensive than the original problem. If you say something like this, expect the incident to get much, much worse. Even if the objecting group isn’t your target demographic, you won’t win friends stomping on other groups.

Reality is, you can completely resolve the crisis itself, but without accepting blame the public is highly unlikely to move forward. If they can’t move forward, then your organization won’t be either, so suck it up, take responsibility, and get on with your lives.

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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 Keeping the Wolves at Bay – Media Training.]

Be prepared to solve crises

By now it’s an accepted fact that organizations of all kinds need crisis management plans in place. Where some encounter trouble is the fact that you need to be ready and able to actually execute these plans. In a recent blog post on MeetContent.com, Georgy Cohen offered these bits of wisdom:

• Know their roles
  The crisis team should be operating from a common playbook. When a crisis hits, there should be a process in place for convening available team members and assigning roles. This should be a well-rehearsed process, and there should be no surprises—there is no time for surprises.
• Be empowered to fulfill them
  This means everything from being fully trained to having administrative access to the blog to knowing that in the absence of approval from Stakeholder A and Stakeholder B, she can go ahead and hit “send” on the big message. Empowerment and knowledge mitigate uncertainty and inaction.

Seems obvious, right? Yet you would be stunned at the number of CEO’s that don’t have, for example, the passwords for their own organization’s social media accounts. One rogue late-night Tweet and your reputation is on the line until you can wake the right person. Talk about a crisis waiting to happen!

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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 Keeping the Wolves at Bay – Media Training.]

Make the most of Twitter in a crisis situation

We’re constantly looking at ways that companies use Twitter for crisis management, but beneath those complex strategies there are some basics that everyone entering the social media arena should know.

Luckily we have power users like Lynn Miller, who shared her “Essential Twitter Tips for Crisis Communications” in a 4GreenPS blog post.

A quote:

Know Your 40404: Learn (or Re-Learn) How to Tweet via Text

When emergencies hit, cell phone and landline networks are often overloaded. WiFi and mobile web can be hard to access, just like voice services. Text messages over Twitter are more reliable. But most people now access Twitter solely via its many web-based interfaces. If you had to send a text Tweet…NOW, could you?

Here’s how to text tweet from the U.S.:

1. Send a text message with START to 40404.
   
2. Twitter will respond with your username.
3. Send your username in response.
4. When asked for your password, respond, being mindful of CaSe SensiTiVIty.
   
5. When asked to send OK, do so.
6. To receive tweets, turn on mobile updates for those tweets you wish to see.

If you didn’t know this, you’d better head on over to Lynn’s article.

Twitter is valuable because of its extreme flexibility and reach. Without the proper knowledge, you’re wasting potential, and possibly putting your organization and employees at risk.

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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 Keeping the Wolves at Bay – Media Training.]

For years, some of us have mused about some kind of national system to drive sales to social enterprises. The basic idea is that there are government agencies and socially-minded companies who might be willing to purchase large quantities of goods and services from social enterprises, provided someone would identify qualified suppliers and make it easy to order from them. Continue reading “New! Sales Strategy for Rhode Island Social Enterprises”

In an previous post, I discussed the many different views of HR’s number one priority. Despite the view from which you see HR, most would agree that HR has a responsibility for talent. From talent acquisition to development and retention, HR has responsibilities. However, this very concept that HR owns talent can be a source of frustration for many. For the HR professional charged with the responsibility of talent, it can be frustrating when managers fail with their talent. For the managers who believe HR owns talent, it can be frustrating when HR can’t fix their problems. And what about the employee? What about the talent caught in the middle feeling like their manager isn’t leading them to success and HR doesn’t care?

 

Unfortunately, this seems to be a common reality for many in organizations. So who’s problem is it anyway? In a recent article published in Compensation and Benefits Review, Howard Rishner discusses who owns performance management. According to Rishner, management owns it.

 

The reality is that performance management is not an HR problem; it is a management problem. Performance management is or should be a day-to-day responsibility of managers and supervisors. HR can provide the forms, send reminders and provide training and advice, but the HR community should not assume responsibility for what should be an important aspect of each manager’s job.

I agree management does own the day to day execution and the impact of a positive leader is clearly evident in performance when compared to one that negatively impacts the team. But that doesn’t mean that HR doesn’t have to own talent as well. HR can’t get a pass and keep placing blame on the managers. This is where HR can have a strong business impact. If you are already saying that no one will listen, then find a way to communicate your position in a way the C Suite will understand. Try a comparison analysis of top managers against poor performing managers. My guess, is that you will find that the top performers are good coaches and the poor performers aren’t. Next step, build your case based on facts and get busy supporting those good coaches.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

A new type of crisis

Flash mobs have recently gained national attention, not for the wacky dance craze that’s been spotlighted in commercials and movies, but for groups that are coming together to cause violence or disrupt services. Services like Twitter and Blackberry messenger have evolved to act as crisis management tools in times of danger and disaster, but that very same functionality is now being used to organize some bad stuff.

While officials are looking at solutions, including the shutdown of various services, the reality is that these types of “flash” events will still have a presence, so what can you do? A recent Dix & Eaton blog post shared some advice:

• Create and communicate a “flash mob” policy. Define what is acceptable vs. unacceptable behavior regarding crowds and how participants will be handled if a situation is perceived as an imminent threat. Consider posting this “flash mob” policy to preclude events before they occur.
• Partner with authorities. Decide when and how to act in alignment with applicable laws of the municipality and/or policies of the location to disperse a violent flash mob.
• Monitor social networks. Dedicate resources to stay ahead of online flash mob organization efforts.
• Create an “online neighborhood watch.” Engage in dialogue with customers/citizens, law enforcement agencies and city governments.

Much of this can be accomplished by expanding existing social media activities. For example, change keyword searches to include not only your business name and address, but that of others around your location. Join that “neighborhood watch” by hooking up with neighbors and local services via Facebook, LinkedIn, and a few old fashioned phone calls.

As with all crisis management, the effort you put out beforehand is nothing compared to the potential cost of facing a crisis unprepared.

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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 Keeping the Wolves at Bay – Media Training.]

Crisis management via social media

Both before and during Hurricane Irene, the Federal Emergency Management Agency (FEMA) set an example of how to effectively use social media to disperse information in a crisis situation. Continuity Central examined its methods in a case study and provided several examples to boot:

To augment traditional communications methods FEMA emailed all its emergency planning partners with the following message, which made it very easy for partners to utilize their own social networks to disseminate urgent information:

Dear Partner,

As Hurricane Irene threatens much of the East Coast, we are seeking your assistance to cross-promote various preparedness resources on your websites and in social media.

FEMA offers hurricane preparedness information here:
http://www.ready.gov/america/beinformed/hurricanes.html

In addition, please follow / amplify
the @fema, @CraigatFEMA, @readydotgov, @DHSJournal, and any state/local emergency management agencies that are posting updates. We’ve also created a list of Twitter accounts posting updates, so feel free to promote that as well: http://twitter.com/fema/irene.

Key messages/potential social media posts for Saturday August 27th:

 

Aug 27: #Irene may cause flooding or flash flooding – avoid flooded areas & roads. Turn around, don’t drown. cc: @fema

 

If you may be affected by #Irene, follow the direction of local officials & avoid flooded areas. Safety tips on your phone: http://m.fema.gov

 

Aug 27: For severe weather watches/warnings in your area
–http://www.weather.gov or on your phone at http://mobile.weather.gov#Irene

 

Receive text msg updates f/ @Twitter accounts posting #Irene updates.
Text follow + their acct name to 40404 (@Twitter’s number)

 

Aug 27: Bookmark useful mobile sites- #hurricane safety tips
http://m.fema.gov . Your local forecast http://mobile.weather.gov#Irene

The good thing about social media is that simply being a useful resource makes your page or feed a popular place to visit and recommend by word of mouth – both virtual and real-world.

Directing partners in how to assist and actively disseminating useful information to the public made FEMA a leader in the face of an oncoming crisis, which made it all the easier for the organization to get its message across.

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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 Keeping the Wolves at Bay – Media Training.]

Social media has changed how we do crisis management

When I say as I have repeatedly in presentations recently, that the role of the JIC (ed. note: Journalist in Charge) has shifted to being the first and best source of information about the event to one of rumor management, this is what I mean. The official source of information, that is the response itself, has to be impeccably accurate and completely truthful. It must be seen as the final word, the participant in the conversation that has the best and most complete information. Not necessarily the first, but the best and most complete. It must play that role, and this is where I have seen most of these efforts fail in the recent past. They pump out their information as if it is still “Before” but they refuse to counter the plenty of false information out there. Aggressive rumor management is not only the only significant role left for the the official source, it is in my mind a serious obligation. “A lie repeated often enough becomes the truth,” and it doesn’t have to be a lie. It can be media reporting that is seriously off-base, it may be agenda-driven untruths perpetuated on the internet, it may be simple fear-driven inaccuracies. These must be quickly identified and corrected with impeccably accurate information.

This image and quote, from Gerald Baron’s Emergency Management blog, does an excellent job of representing the way the role of crisis managers has shifted due to the advent of social media.

“Aggressive rumor management” is the perfect term for what we do using Twitter, Facebook, and press releases (yes, they’re still around). Whereas before the company was usually the one to bring the story to the press, now it’s not uncommon for an organization’s leadership to be completely unaware of a crisis before it’s plastered all over their computer monitors.

Today, good crisis management involves a LOT of monitoring on the Web. This means not only setting programs to search for specific keywords popping up, but actively checking out conversations regarding your organization wherever they occur, and taking action to setting straight any rumor, speculation, or downright untruths.

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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 Keeping the Wolves at Bay – Media Training.]

The following is a guest post from Anne Marie Smith.

Let’s play a quick word association game. What is the first word or feeling that comes to mind for each of these companies?

• Fannie Mae
• Enron
• Disney
• Starbucks

If you’re like most people, your attitude about the first two is the polar opposite from your attitude about the last two.

Company culture is the feeling or “vibe” that people—your employees, shareholders, vendors, customers, and potential customers—have when they think about or interact with your organization. Your company’s culture starts with you, the CEO or owner of the business. Initially, you determine and communicate (or not) the culture of your company. Left un-nurtured to develop on its own, culture can become a living, breathing organism that can breed the warm fuzzies, apathy, negativity, or even downright spite.

So what does your company culture have to do with social media? Although the culture starts with you, your people and your customers are its main communication conduit. Your managers communicate the culture to their staffs, who then communicate it to your customers, who then communicate it to the rest of the world via Facebook, Linkedin, Twitter, Yelp, blogs, chat rooms, and the thousands of other social networking sites of today (and tomorrow). Social media is the cocktail party of yesteryear. Sharing opinions and experiences with other people is now the norm, so your culture cannot run and it cannot hide.

What’s more, the people that are the most vocal and who are apt to share their experiences with friends, family, and the universe will be:

• Your very satisfied fans (10 percent of your customers)
• Your extremely unsatisfied and angry mortal enemies (another 10 percent of your customers)

And guess what? Seventy-eight percent of consumers trust peer and online recommendations. Social media has become the Better Business Bureau on steroids.

Consumers that have had a bad shopping experience are likely to inform at least nine other people about it via word of mouth. Multiply that by the internet factor and the results can be astounding. “If you make customers unhappy in the physical world, they might each tell six friends. If you make customers unhappy on the Internet, they can each tell 6,000 friends,” says Jeff Bezos, CEO of Amazon.com.

Take the example of a musician named Dave Carroll and United Airlines. The musician’s guitar was damaged by the airline’s baggage handlers. He spent nine months trying to get United to pay the $1,200 it cost to repair the guitar. They refused. So Carroll wrote a song about it called “United Breaks Guitars” and posted it on YouTube. The video went viral and, within four days, was viewed over 1.5 million times. Traditional media picked up the story, so whoever hadn’t heard about it on the internet learned about it on the national news. Carroll himself was interviewed by Today, CNN, Jimmy Kimmel, and scores of other TV shows around the world. United attempted to prop up what was left of its tattered reputation by donating $3,000 to the Thelonious Monk Institute of Jazz. Too little, too late.

The takeaway? Here’s the formula you, your managers, and your employees need to live by:

Culture + Perception = Reputation

If your culture doesn’t include and model “the ultimate customer buying experience” or you don’t have a “Customer is Everything” value that your organization lives and breathes, your customer-facing employees may do or say something that will be announced to the digital world the next day and pounced on like vultures on road kill.

The upshot is you need to create a “Reputation Management” strategy that involves listening to your customers, thinking about consequences before acting, engaging your customers in conversation about what kind of buying experience they want, and measuring customer satisfaction.

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For more resources, see our Library topic Nonprofit Capacity Building.

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Anne Marie Smith is President of 60 Minute Strategic Plan (www.60minutestrategicplan.com), developer of a web-based strategic planning tool. Anne Marie has over 25 years experience as a successful consultant, manager, and business owner. Before joining 60 Minute Strategic Plan, Anne Marie was co-founder and President of a high-growth business communications company that was on the Inc magazine 500 Fastest-Growing Privately-Held Company list for two years. A dynamic speaker and instructor, Anne Marie’s passion is helping other business owners achieve and excel. Anne Marie holds a Bachelor of Arts in Communications. She is co-author of 60 Minute Strategic Plan, a top-ten selling book on strategic planning on Amazon.com.