Avoiding Stings

Plea to Business Owners--Get Insurance

Businesses that:

• Manufacture


• Have customers


• See patients


• Build


• Drill


• Hire drivers


• Have employees


• Use chemicals


• Serve food

need insurance. Of course, you have it, you think. But could your business handle the headline coverage that would come with a crisis in an explosion, ugly lawsuit, or accidental employee or customer death? What if one of your drivers fell asleep at the wheel and caused multi-car fatalities? What if one of your employees embezzled, sexually harassed, committed arson or murdered co-workers? Would you be ready to handle the reporters who descended immediately?

Media crisis insurance can come in the form reading blogs like this or coordinating Soundbite Coach training like I offer. But in these times, you might not be able to afford that. Here's a question to think about: can you afford the negative publicity that might cause customers to lose all faith in your products or services?

Are You Ready for a Crisis?

The headlines are filled with companies making the wrong decisions daily. Is your organization prepared for unflattering accusations?

Here are three documents you should have, even if your company enjoys positive publicity:

1. A Media Policy - helps keep your employees from talking out of turn to the news media
2. A Crisis Preparedness Plan - includes business continuity strategies as well as how to contact the media
3. A Rapid Response Strategy - helps you respond immediately to social media to prevent rumors, bad will and poor public perception

If you don't have these items, you might as well not have insurance. I can help you write and develop them. Give me a call.

10 Mistakes People Make With the News Media

1. Saying “No comment.” This annoys reporters and makes you look guilty.

2. Getting angry at a reporter. The reporter would rather be covering the water-skiing squirrel, believe me. But this was the assignment, and she’s just doing her job.

3. Inserting verbal fillers. Editors cannot take your “uh’s” and “um’s” out in editing.

4. Wearing the wrong colors for TV. Despite HD cameras, black and white and small patterns can still look bad and be distracting. Wear solid colors. Blues are best.

5. Asking to see the story ahead of time. This offends journalists. You are insinuating they will not do a good job of reporting accurately and fairly.

6. Not preparing for a crisis. It’s a matter of when, not if, an act of violence or Mother Nature or an innocent mistake will adversely affect your organization. Media crisis training is an insurance policy. Invest now before it’s too late.

7. Not having a media policy. Make sure your employees know who the company spokesperson is and how to refer calls to him or her.

8. Not calling back immediately. Journalists are on deadlines, and if you don’t call back within a few minutes, they will start looking for another source, and you will have missed the opportunity.

9. Speaking too long. Soundbites are short. Don't blather.

10. Lying. Dishonesty will come back to haunt you. Media organizations keep tapes, digital files and notes for a long, long time. They will resurrect your lie and make a news story out of it.

Toyota Crisis

I'd give Toyota a C- on the recall crisis. Finally, President and COO Jim Lentz provided comments this week, but looked less than transparent when ABC's Brian Ross met him with camera rolling. Hey, executives, how about trying this line: "We don't want anyone to get hurt driving our vehicles. So we are working around the clock to get this fixed. We are trying alternatives to see which can be implemented the quickest to get Toyota owners back on the road."

When a reporter persists, say: "I'd love to answer any questions you have. As to your question why we didn't act sooner, we acted immediately, but had conflicting information about what was causing the problem, so our research teams have been working to find answers for different combinations of issues."

Now, I don't know if that is the truth. For all I know, Toyota executives were off at wild parties not even knowing that people were dying driving their cars. When they evade questions and take too long to talk to the press, we all assume the worst.

A Phrase to Use When You Can't Talk

If you've attended one of my Crisis Communications seminars, you know that to say "No comment" annoys reporters and makes you look evasive. In that seminar and in my new book, Be A Newsmaker, I give you phrases that help you be non-commital without saying the words, "no comment."

Here's a new phrase from NBC's David Gregory: "I'd love to help you out. I'm not going there." This was in response to a question about the network's late-night host (Leno vs. Conan) situation. This phrase will work for you, too. Say it with a pleasant face and repeat as many times as necessary.

Tiger Woods

I've been thinking, "If I were Tiger's Soundbite Coach, what would I advise him to do?" The first thing is I would get him to talk. As long as he's staying secluded, we think the worst. And I thought David Letterman had good advice:

Top Ten Ways Tiger Woods Can Improve His Image

10. Crash a State Dinner at the White House

9. Change name from "Tiger" to more adorable "Puppy"

8. Fix this whole health care mess

7. Put on a scarf and a hat and sing Christmas carols with Regis

6. Instead of sweatshops in Asia, have Nike merchandise made in a sweatshop right here in the U.S.A.

5. Retire, then come back and play for the Vikings

4. Safely land golf cart in the Hudson river

3. Release list of women he did not have sex with

2. Find Osama bin Laden

1. Blame Letterman

Courtesy: The Late Show with David Letterman

Soundbite Savvy from Author, Crisis Expert

Rob Phillips has so much experience working with newsmakers that he makes it look easy! He's worked for several corporations and is now Director of Communications at LifeWay Christian Resources. When I interviewed Rob for a radio program, I liked how he's calm and authentic, yet passionate about his topic. Read and learn from this interview. Notice how some of his answers display his sense of humor.


Soundbite Coach: Rob, how did you get interested in working with the news media?

RP: I was working as a corporate speechwriter in 1989 when our company experienced a crisis. There was a major explosion and fire at one of our plastics facilities. Many people died and dozens were injured. I was pressed into media relations as a backup for the first wave of media specialists on the scene. I will never forget my first on-camera interview. It was with CNN, and I must have looked like a deer in the headlights. I did so poorly that, mercifully, the network didn't use any of the interview. I figured it could only get better from there. I was wrong. I found myself needing a police escort from a news conference after another operational crisis, and I witnessed a politician take over one of news conferences on a third crisis. But the experiences gave me an interest in understanding the news media and they taught me the importance of developing and maintaining good relationships with journalists who, even in rough times, are not out to get you; they're out to get the story.

SC: What is the hardest lesson you learned about news coverage?

RP: I'll never forget agreeing to hold a news conference after an investigation into a chemical plant explosion. I thought this would be viewed as full disclosure by a big corporation, complete transparency and a significant effort in befriending the otherwise hostile news media in this major metropolitan area. I had to make all arrangements long distance, and was not able to arrive until a short time before the news conference. My flight was late, and the rental car company decided to do a favor for me by upgrading me to a gold-trimmed Cadillac (as Dave Barry would say, I am not making this up). I arrived on the scene at the last minute, where a crowd of residents led by a local politician was waiting for me, as well as a full complement of news crews. Imagine how it looked for a corporate representative to wheel into this blue collar suburb in his gold-trimmed Cadillac. Needless to say, the news conference did not go well and I nearly got ridden out of town on a rail. Lessons learned: 1. There is such a thing as being too accommodating with the news media. 2. Don't make local arrangements with news media via long distance; get eyes and ears on the ground. 3. And by all means, don't accept upgrades from the rental car company!

SC: Those are lessons not often covered in a crisis media course. What do you like about corporate communications?

RP: Two things. First, the variety. At LifeWay, for example, we're engaged in everything from news and feature stories to social networking to crisis communications. There's never a dull moment. Second, I like the challenge of telling good stories in a way that journalists see as newsworthy and that our audiences want to share with others. With the social media, we're actually able to equip and empower our audiences to retell great ministry stories from LifeWay.

SC: You’ve been in charge of media relations for big companies. What is the hardest part for executives to get about working with the media?

RP: Seeing the news media as important conduits for reaching our audiences -- customers, suppliers, the general public, and so on. The news media often are seen as anti-business -- as an enemy that can't be controlled -- rather than as a vehicle for sharing news and information with others. Sure, some journalists either don't understand or don't want to understand business, and a few are hostile to capitalism. But at the end of the day, you still don't want to pick a fight with people who buy their paper by the ton and their ink by the barrel. Also, with the rise of cell phone cameras, blogs, Facebook, Twitter and other social media, anyone is now a potential reporter, so business leaders should forever get over the illusion that they can "control" the media. The only thing we can control as businessmen and women is how we speak and how we behave.

SC: How has working with the media changed since you entered the profession?

RP: The two biggest changes I have noticed have to do with deadlines and distribution. Because of cable and satellite communications, the Internet, and especially the social media, deadlines no longer run in 24-hour cycles. They're continuous. So media relations professionals need to respond quickly to inquiries from journalists. At the same time, the expansion of distribution channels has finally erased any illusion business leaders may have had of "controlling" the media. Anyone with an Internet connection -- or even a cell phone -- is now a potential reporter. So we need to make sure we speak with a consistent voice across our organization to customers, suppliers, journalists, and others. One final note -- corporations may benefit from Facebook, Twitter, blogs and other social media in addressing public concerns and correcting inaccurate reports. No need to wait for a letter to the editor or a retraction to show up. You can respond instantly and effectively through these channels.

SC: How does your organization monitor social media? Are you as concerned about what an individual may say on Twitter, for instance, as opposed to what a reporter may write in an article?

RP: We do monitor what the news media say about us, and we follow the social media as well. Obviously, we are very interested in comments about LifeWay and its people. If we've done well, we like to hear about it. If we've messed up, we want to know that, too, and act quickly to make things right. One of the nice things about social networking is that in many ways it's self-correcting. Someone who places a snide comment in a blog, for example, is often chastised by a more fair-minded reader who posts a rebuttal. Someone who tweets nasty comments often is responded to by users of Twitter with more gracious words. Sometimes all we have to do is sit back and watch. But if we feel the need to weigh in, we're able to do so immediately. The big question about engaging in social media when you're attacked is: Is it worth it? If it's a blogger with eight readers, you might give the blog undue credibility by posting a response. On the other hand, if it's someone with a significant following in the social media, you probably want to take part in the discussion.

SC: You are now an author (The Kingdom According to Jesus), giving interviews representing yourself, not an entity. Which is harder?

RP: For me, it's definitely harder representing someone else -- a corporation or ministry, for example -- than representing myself. The responsibility is greater because more than just your own reputation (and perhaps career) is on the line. But it's also rewarding to know you've stepped into a difficult situation, represented your organization well, and helped defuse a volatile situation.

SC: What have you learned as you promote your book?

RP: I'm never going to get rich as an author. Beyond that obvious lesson, I have learned that when you're "promoting" a book, it's better to talk about issues in the book that relate to people and their experiences rather than to talk about the book itself.

SC: What are some of the biggest mistakes you see newsmakers commit?

RP: First, lack of homework. By that I mean they agree to appear on programs or submit to interviews without knowing much about the reporter, the news outlet, the reporter's angle, the format, etc. Second, lack of preparation. They've got their talking points memorized, but they haven't taken the time to consider the questions they figure they'll never get asked. Third, lack of execution. When they're asked a question, they go straight to one of their talking points and avoid addressing the question altogether. Politicians do this a lot, as do many political consultants. That's why their credibility is so low. People hear them talk and say, "Hey, they never answered the question."

SC: What else would you like to add?

RP: One of the most important things for media relations professionals to understand is that there are at least three agendas in any news story. First, the news media's agenda -- why are they calling you and what do they want you to do for them? Second, your agenda -- what's best for you and your organization in this situation? And third, the audience's agenda -- why will they want to watch the evening news or read about you in the newspaper? And what will they think afterward? When reporters call, it's good to think this through before deciding whether to participate and, if so, how to participate.

SC: Rob, thank you for your time and your thoughtful answers!

A Whole Lotta Apologizin' Going On

From former Senator Tom Daschle to Olympic Champ Michael Phelps, the phrase of the week seems to be "mea culpa." Did it help?

Yes, it will help both men in the long run, their supporters in the short term, and more importantly, it was the right thing to do. When a newsmaker commits an error in judgement, the public -- and the press -- want accountability. That's what's made the Rod Blajojevich story so confounding. He hasn't apologized.

Tom Daschle lost his chance to be in the Cabinet, and Michael Phelps lost an endorsement or two. We hold lawmakers and athletic heroes to high standards, but most of us realize they are human. So when they apologize, we forgive them. We have short memories. If you would've asked me a couple of years ago, I would've said Senator Joe Biden would never be elected to higher office because of the plagiarism incident that clouded his career. And now, he's a heartbeat away from the highest office in the United States.

We will probably hear from Tom Daschle again. And Michael Phelps may be back on a cereal box in 2012.

Learn from them. If you goof up, be ready to say, "My bad."

The Tylenol Test

Dateline: Illinois. In 1982, the makers of Tylenol spent $100 million to rehab the brand when seven people died in Chicagoland after tampering. Despite the tragedy, Tylenol survived and the incident is a case study for public relations students. The spin doctors, Hill & Knowlton offered this advice: "Tell the truth. Tell it all. Tell it now." It's terrific advice for any person or corporation facing a crisis. Think of the newsmakers who would have not gone to court or prison if they had told the truth early on in a scandal.

Now, the governor of Illinois is facing impeachment. He's also a master manipulator of the media. In America, he's innocent until proven guilty. But in the jury of the press, if I were his Soundbite Coach, I'd ask him to quit creating news diversions and learn the lesson from the event that happened in his neighborhood 27 years ago: tell the truth.

Honesty is the Best Policy

Every other month or so, I present a "Mastering the Media" course to CEO's who belong to a terrific organization called Vistage.

When I speak to one of these think-tanks, at least one of the business owners has trouble with my advice to be honest with the news media. He or she insists that honesty could lead to lawsuits. But here's the rationale: I'm telling you to not lie, to not deceive, to not be deceptive. Lies and dishonesty come back to haunt news makers. Think of several high-profile celebrities and politicians, who, if they had told the truth in the first place, may not have been in such hot water. They may still have been impeached, lost their office, lost the lawsuit or gone to federal prison, but the court of public opinion might have prevailed.

In more explicit terms, you can be honest by saying something that is not saying anything at all. You never want to say, "No comment." But you can say something to that effect without lying. For instance, you could say, "I would love to tell my side of the story. But right now, my lawyers are asking me to refrain from doing so." The news media is happy--reporters have a soundbite-- your attorneys are satisfied, and you haven't told a whopper.

Honesty is the best policy.