You’d Think a Mega Media Mogul Would Have a Better Handle on Crisis Communications

But in the case of Rupert Murdoch, you’d be wrong.

Reviewers were unimpressed with Murdoch’s testimony this week before British Parliament in the rapidly expanding and deepening News Corp. phone hacking scandal.

Murdoch’s performance was yet another reminder of a lesson we pointed out recently: that executives need better crisis communications training.

It wasn’t exactly the notorious no-comment approach. But it was far from the transparent, accountable leadership that Parliament and the public were looking for. Is anyone buying Murdoch’s pleas of ignorance about what’s been happening at his news outlets?

It seems News Corp. has handled the phone hacking problem poorly going all the way back to its beginnings in 2006. Instead of tackling the issue head-on when they had a chance, Murdoch and his son James must now clean up a much bigger mess.

To do so, they’re going to have to be more open, responsible and direct than they’ve been to date. After all, you can’t make the story go away just by ignoring the scandal in your own media … or even by winning a little sympathy after a pie attack.

Why PR, Crisis Communications Belong in Business Schools

The value of a company is closely linked to its reputation. Why, then, do so many executives fail so spectacularly at protecting their companies’ reputations in times of trouble?

Columnist Anthony D’Angelo in Bloomberg BusinessWeek cites a lack of communications studies in MBA programs as one key reason:

“So glaring is this omission that it's typical for MBA-holding executives to assume ‘reputation management’ or ‘public relations’ is the black art of spinning an alternative version of reality, as though that works in today's wide-open, relentlessly scrutinized, electron-speed information environment.”

Well put, Anthony.

And so we continue to witness CEOs from the likes of BP, Toyota and a parade of financial institutions take an evasive or no-comment approach, instead of being as transparent and responsive as they need to be in a crisis. It takes plenty of practice to think carefully, act quickly and communicate clearly—all with the empathy, care and urgency that a delicate situation demands.

These skills are fundamental to great business leadership. They should be emphasized, not just for MBA candidates but for undergrads as well. And if you don’t have crisis communications know-how in your company, consider seeking a strategic partner who can help you prepare.

Can Pork Producers Win Their ‘H1N1’ vs. ‘Swine Flu’ Crisis Communications Quest?

Let’s take a quick break from all our hand washing and cough covering to note the crisis communications case study in action that is the swine flu outbreak.

Excuse me, I mean the “H1N1 virus,” as industry groups for the other white meat would greatly prefer we call it. In one of the most interesting aspects of this saga from a marketing perspective, pork producers are struggling to save their products from panic and misinformation.

No, pork producers didn’t cause this crisis. But they certainly risk taking a sales hit due to the fast-spreading bug’s potentially misleading common name. So the National Pork Board is wise to be tackling the problem aggressively.

We’ll go ahead and call it H1N1 here, but the odds may be against them winning this name game (although the Obama administration appears to be on board). Today, the chatter about the outbreak is spreading incredibly fast through social media, Internet searches and 3G phones. The virtual masses are guiding that conversation, and ultimately, they’ll call it what they call it. Swine flu.

It’s just another cautionary tale demonstrating why crisis communications planning is more important and more complicated than ever.

And since we have a client that makes some of the finest swine products in the world, we want to help the pork people out. To set the record straight, you can’t get H1N1 from eating pork. In fact, I just enjoyed a hot dog for lunch. Then, because President Obama and the CDC reminded me to do so, I washed my hands.

For Banks, a Crisis Communications Fail

An article in AdAge offers a reminder why staying quiet about a crisis is bad communications strategy.

The piece cites a new PR survey showing that only 8 % of consumers have full confidence in the nation’s financial service companies. AdAge attributes the low approval rating, in part, to the banks’ failure to communicate clearly with their customers in this time of trouble.

We say it all the time, and we’ll say it again: You’ve got to tell your story the way you want it to be told. If you don’t, it may be told by someone else—and they won’t be nearly as nice about it. In the banks’ case, the barrage of bad publicity in the 24-hour news cycle is telling their story.

So once again, we’re seeing how a “no comment” attitude only digs a deeper hole for businesses stuck in a bad situation.

Factory shooting underscores importance of solid crisis communications planning

Yesterday’s tragic shooting spree at the Atlantis Plastics plant in Henderson, Ky., serves as an unfortunate reminder that disaster can strike at any time.

Fires, explosions, natural disasters, chemical spills, manufacturing accidents, labor strikes—every crisis threatens a company’s stability, its reputation and, in the worst case, its survivability.

That’s why, when a crisis occurs, your response must be swift and effective. And the secret to taking quick control of a crisis? A sound crisis communications plan. It’s a strategic roadmap to get you through a situation, while minimizing potential damage.

Here’s a primer for developing your plan.

Getting started

Set your crisis management team. Include the CEO, department managers, public relations team members, legal representatives, security and human resources personnel.

Outline your protocol. Work with your internal or external communications team. Get the necessary resources aligned. Work through the possible contingencies and conduct a crisis audit.

Determine your communications process. Identify your audiences and how you’ll communicate with them—face-to-face, telephone, e-mail, etc. Prompt, proactive communication is essential.

Anticipate common questions. Prepare responses that can then be modified based on the nature of the crisis.

In the moment of crisis

Never provide a "no comment" response. Such evasion is often interpreted as though you have something to hide.

If you’re still gathering information, say so. Share what you know and pledge to provide additional information as soon as possible. You’ll show that you’re actively working to stabilize the situation.

Never lie or speculate. Stick to the facts that you can speak to with certainty.

Exude calm. Your demeanor can directly affect public perception of the situation and your company overall.

And here’s the best tip we can give you, by far: If you don’t already have a crisis management plan, start developing it right now.