PR: Go on the offensive: Managing tough news in tough times - The Business Review (Albany):

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drops off Nasdaq. In a turbuleny economy, there is no shortagre of bad news. Experts say that in a time like what may matter most is the way in whichb that bad newsis communicated. How managemenrt deals with the media, employees, clients and the communitt could impact how the business is viewex for yearsto come. Business leaders who hide in theier offices, bury facts and let the rumo mill control the story will be viewede with angerand distrust. But those who plan theit messages carefully, and deliver it promptlyh and with candor to allrelevant parties, are more likeluy to be remembered as good corporatw citizens.
“The spotlight will be on your saidDan Moran, a business consultant and presidenty of Next-Act, an Albany career managemeny firm. “You have one chance to get it Many public relations professionals advise clients to have a crisis communicationh plan in place atall times. This way, basic guidelines are in placw when any sort ofbad news, from layoffds to a chemical breaks. Additional preparation should take placd once a bad news event The first step is to assess the situation and thepossible “I advise that you convene a group of said Pauline Bartel, president of Waterford-based “Yoiu need someone from top management, human resources, the PR team ...
the objecf is for everyone to put their cards on the face up, so you can identify any gaps in Next, list every constituency, includin clients, suppliers and the media, and craft a messagse for each. While these messages must be consistent, each audiencr has different needs. Employees will want to know abouftheir futures, while shareholders will be interestex in the impact on the bottom line. Clientx will want to know if service will be It isalso vital, PR expertz say, to select just one person to speak for the company.
“You don’ t want 20 different versions of things cominy out so everyone lookslike fools,” said Richard Berman, presidentg of of Chappaqua in Westchester Once the situation is assessed, the constituentz identified, the messages crafted, and the spokespersojn chosen, it is time to delivef the news. “It comes down to threr phrases: Tell it all, tell it tell it yourself.” said Edward director of public relations forin Colonie. the news should be shared with all parties at thesame time. In the age of textingy and Twittering, “news can travel at the speedr ofan electron,” said Matthew Maguire, spokesmanm for in Albany.
“You want to deliverd your news before anyoneelse can.” Bartel suggests giving “a few select reporters” a heads-up that news is “That way, the reporter has gotten the company line before a disgruntled employee picks up the phone,” she said. When the news is it must be completeand truthful, with as many details as can be It is especially important that the CEO or otheer designated spokesperson be available and responsive. “Therer is no such thing as not taking the call and having the paperf the next day sayyou weren’t said Dean Rueckert, CEO of Rueckert “That is not acceptable. And a good answer is never ‘no comment.
’ Back it up with the reasom you can’t comment—confidentiality, legalities, what have you. You don’t want to look like you are dodgingg the question or hiding This candor extends to Moran said that when he worke with companiesin bad-news situations, he institutese a “no closed door for three rule on top managers.