When bad things happen to good organizations, the people in charge often stall, delay and deny, doing everything except those very actions that most people would recognize as the “right” thing to do. By considering the behaviors with the most potential to affect the organization directly, we can identify a list of weaknesses that those in trouble tend to exhibit before, during, and after a crisis occurs.
This week’s news is again full of the relentless legal, political, and adversarial pounding British Petroleum (BP) continues to receive as a result of its huge and disastrous spill in the Gulf of Mexico.
Strategy is a mindset, a way of thinking about decision making, work issues, even a wide variety of life-related issues.
I keep hearing communication colleagues pining for set of rules for social media like those in legacy journalism i.e. critical thinking skills, validated sources of information and quotes, insertion of editorial judgment steps, off the record conventions and ethical principles.
According to Booz & Company, the problem is “coherence”… the new buzz word. They have even developed a Coherence Test which yields a score designed to help business leaders determine, apparently, just how incoherent their businesses are strategically.
Strategy is a crucial driving force in any business or organization. It’s the intellectual force that helps organize, prioritize, and energize what organizations do.
The notion that a PR person could effectively and credibly be an organization’s conscience has been troubling. The vast majority of us have little, if any, impact or contact with top management, where unfortunate, unnecessary, and unethical behaviors are initiated, allowed, ignored, encouraged, or forgiven.
The issue of if and when to send the boss during a crisis is one of the most strategic decisions made during the response process. The first responsibility of bosses is to oversee the management of victims.
It would seem logical if you are addressing or advising senior leaders and CEOs to be somewhat familiar with what they do, what they know, what they think, and where they come from.
Victims rarely sue because they are angry… Generally, victims sue because their situation is not acknowledged and their feelings are ignored, belittled, discredited, or trivialized.