Managing emergencies, crises, and disasters successfully means recognizing patterns of success and avoiding patterns of failure, and defeat. Understanding these patterns enables us to coach and prepare management’s actions, emotions, and expectations before and during emergency situations.
A business organization is very similar to a political body, so we begin with a political strategy—to win in any environment, those seeking to advance, lead, or achieve must have a base of winning-minded collaborators and followers to get the job done and establish the momentum to tackle the next challenge.
The foundation of your success is your preparation for these face-to-face meetings. Your preparation is going to include developing key documents that you can share with others that directly comment, correct or clarify (CC&C) what others are saying, or advocating about you.
Richard Weiner, APR, Fellow PRSA, a distinguished 50-plus year member of PRSA and a recipient of the Society’s prestigious Gold Anvil Award, passed away on Jan. 29, 2014 in Miami Beach, Fla. He was 86.
My favorite Duck Dynasty controversy headline forecasted the latest example of media and public relations “expert” miscalculation.
All you reporters horrified by Target’s 3-day delay in announcing that its credit card operation had been hacked can settle down now. You spent the whole of last week trying to get Target on the hook for something it was victimized by.
If you, your product, your brand, or your reputation is visible, someone out there is watching, counting, analyzing and probably commenting. You need to monitor news media and social media at a reasonably high level in order to provide analysis and recommendations to management for action, or inaction.
There are a lot of places to get experience, and experience in the real world of crisis is essential to have credibility and opportunity in the field. Crisis Management is the currently the most sought-after area of public relations practice
When compassion is required and the organization is unprepared, while the victims, the survivors, employees and other stakeholders are waiting to hear compassionate language and see compassionate actions, management gets into its “bunker” mentality, retreats and refuses to do anything until they see a clear path forward.
As we’ve recently seen, the IRS methods are problematic but generous when it comes to deciding which organizations deserve this status. In fact, the problem with this process is that NPO status determination is based on the organizations qualifying activities instead of its actual need, accomplishments or trustworthiness, for tax abatement.