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Managing the Media When Crisis Strikes. Cari Brunelle Vice President, Public Reputation Services, Jaffe PR Eleanor Kerlow Senior Public Relations Manager, Hunton & Williams LLP March 11, 2010. All About Reputation. Success of any business or organization rests on its reputation - PowerPoint PPT Presentation
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Managing the Media Managing the Media When Crisis StrikesWhen Crisis Strikes
Cari Brunelle
Vice President, Public Reputation Services, Jaffe PR
Eleanor Kerlow
Senior Public Relations Manager, Hunton & Williams LLP
March 11, 2010
All About ReputationAll About Reputation
• Success of any business or organization rests on its reputation
• Want media to portray our lawyers, our firm, and our clients as:– Leaders – Trustworthy– Concerned members of the
community
Crisis Can Destroy Reputation Crisis Can Destroy Reputation in Nanosecondsin Nanoseconds
• Crisis – any event that draws intense negative media and disrupts normal business activity
Crisis Can Destroy Reputation Crisis Can Destroy Reputation in Nanosecondsin Nanoseconds
• Can cost companies millions of dollars to fix
Crisis Can Destroy Reputation Crisis Can Destroy Reputation in Nanosecondsin Nanoseconds
• Can even put them out of business for good
Client or Community Crisis Client or Community Crisis ExamplesExamples
(Lawyers often involved)(Lawyers often involved)
• Executive accused of fraud • SEC investigation• Fire in a chemical plant• E. coli outbreak at restaurant chain• School shooting• Plane crash or natural disaster
Lawyer or Law Firm Crisis ExamplesLawyer or Law Firm Crisis Examples
• Layoffs• Bad firm financial news, salary cuts, deferred start
dates• Group departures• Discrimination suits• Attorney or firm accused of malpractice• Attorney accused of a crime• Attorney accused of lewd behavior
Stakes Higher: Fast-changing, Stakes Higher: Fast-changing, Fast-breaking, Greater RiskFast-breaking, Greater Risk
• Viral• External is internal• Comments permanent• Blogs fan the flames• Global – across multiple time zones• Technology always changing
Must Take ActionMust Take Action
• Failure to address or contain a crisis has lasting consequences
– Still made negative headlines in 2006, after first reports of misconduct in 2001
Case Studies: Case Studies: Law Firms on the RopesLaw Firms on the Ropes
Bad PR:• Pillsbury “accidentally announces layoffs on train”• Why is Latham silent – getting “Lathamed”• Alston & Bird calls layoffs “forced restructuring”• WilmerHale describes layoffs as “career
advancement program”• McDermott Will & Emery
“eliminates free coffee”
Case Studies: Case Studies: Law Firms on the RopesLaw Firms on the Ropes
Good PR/ Well Handled:
• Cadwalader – reporter invited to firm – “no words were minced”
• Good News Watch: “Katten Moves Start Dates Up”
Case Studies: Case Studies: Law Firms on the RopesLaw Firms on the Ropes
Good PR/ Well Handled:
• Hunton layoff story: We did “our own internal stress test” but “you still bank on growth”
• Howrey double whammy – strategic responses – “old model is broken” and no comment with info
You Can Take ControlYou Can Take Control
• You can control the message• There is more time than you think• Web content and comments can be updated• The more you plan and prepare, the chance for better
coverage
The Blueprint: How to Do It RightThe Blueprint: How to Do It Right
• A crisis communications team• An internal communications plan• A media strategy plan• A list of potential weaknesses and plans to address
them• Updated information, fact sheets, documents on the
organization itself
Communications ChecklistCommunications Checklist
• Get informed of all the facts• Pull together communications team and decide on
spokesperson• Weigh risks – play out scenarios• Choose whether to do interviews or only issue a
statement• Determine appropriate channels:
press conference, blogging, photos, video statement, etc.
Communications ChecklistCommunications Checklist
• Consider one reporter you trust to go to first• Prepare all internal communications at the same time
as external communications• Synchronize timing of internal communications with
all office time zones• Prepare to go to media as soon as
internal communications completed
Communications ChecklistCommunications Checklist
• Develop talking points and Q&A for spokesperson for interviews
• Develop schedule for internal and external communications and stay with it
• Inform firm personnel of media protocol• Provide regular internal and
external updates
Don’t Be An OstrichDon’t Be An Ostrich
• Do not ignore media or stay silent; media will immediately infer the negative
• Do not use double speak• Do not use euphemisms• Do not dress up statements to “hide the ball”• Do not comment beyond the scope
of a question or speculate where facts are unclear
Do:Do:
• Use jargon-free statements that convey the facts• Prepare a few simple, easy-to-remember messages• Start with the truth – honesty and candor preserve
image and reputation best• Offer negative information in form
of honest apology, if facts warrant• Say: “We’re still looking into that”
when you must
Your Turn – Audience Response Your Turn – Audience Response to Crisis Situationto Crisis Situation
Managing the Media Managing the Media When Crisis StrikesWhen Crisis Strikes
Cari Brunelle
Vice President, Public Reputation Services, Jaffe PR
Eleanor Kerlow
Senior Public Relations Manager, Hunton & Williams LLP
March 11, 2010