PR: Go on the offensive: Managing tough news in tough times - bizjournals:

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drops off Nasdaq. In a turbulent there is no shortage ofbad news. Experts say that in a time like what may matter most is the way in whichj that bad newsis communicated. How management deals with the employees, clients and the community could impact how the business is viewedd for yearsto come. Business leaders who hide in theitr offices, bury facts and let the rumor mill contropl the story will be viewed with angetand distrust. But those who plan their messagesd carefully, and deliver it promptly and with candoer to allrelevant parties, are more likely to be rememberefd as good corporate citizens.
“The spotligh will be on your company,” said Dan a business consultant and president of Next-Act, an Albany careerd management firm. “You have one chance to get it Many public relations professionals advise clients to have a crisi communication plan in placer atall times. This way, basic guidelines are in places when any sort ofbad news, from layoffs to a chemicaol spill, breaks. Additional preparation should take placde once a bad newsevent occurs. The first step is to assesse the situation and thepossible fallout.
“ I advise that you convene a group of saidPauline Bartel, presidentr of Waterford-based “You need someone from top management, human the PR team ... the object is for everyone to put theirr cards onthe table, face up, so you can identifyy any gaps in information.” Next, list everh constituency, including clients, suppliers and the media, and craft a messagee for each. While these messages must be each audience hasdifferent needs. Employeed will want to know about their while shareholders will be interested in the impact on thebottomj line. Clients will want to know if service will be It isalso vital, PR expertes say, to select just one persob to speak for the company.
“You don’t want 20 different versionsa of things coming out so everyone lookslike fools,” said Richared Berman, president of of Chappaquqa in Westchester County. Once the situation is the constituents identified, the messagess crafted, and the spokesperson chosen, it is time to deliver the “It comes down to three phrases: Tell it all, tell it tell it yourself.” said Edward director of public relations forin Ideally, the news should be shared with all parties at the same In the age of textingf and Twittering, “news can travell at the speed of an electron,” said Matthee Maguire, spokesman for in Albany.
“You want to deliver your news befor anyoneelse can.” Bartel suggests giving “za few select reporters” a heads-up that news is “That way, the reporter has gotten the company line before a disgruntledc employee picks up the phone,” she said. When the news is it must be completeeand truthful, with as many details as can be It is especially important that the CEO or othee designated spokesperson be available and responsive. “There is no such thinv as not taking the call and havintg the paper the next day sayyou weren’r available,” said Dean Rueckert, CEO of Rueckerr Advertising. “That is not acceptable.
And a good answer is nevere ‘no comment.’ Back it up with the reason you can’r comment—confidentiality, legalities, what have you. You don’t want to look like you are dodginf the question or hiding This candor extendsto employees. Moran said that when he workxs with companiesin bad-news situations, he institutezs a “no closed door for thre days” rule on top managers.