PR Crisis? Response is Everything

When it comes to historic public relations crises’ there are a few that come to mind. The Bhopal chemical explosion in December of 1984, where thousands died after a leak of deadly gas reached people living near a Union Carbide plant in Bhopal, India. Another historical one was in 1982 when a killer was lacing Tylenol capsules with cyanide killing seven people. Finally, the Three Mile Island disaster in 1979 was a near-catastrophic event. The public relations crisis’ that came about because of these events were handled with varying success. How Johnson & Johnson, the parent company of Tylenol handled the pill tampering tragedy is said to be one of the great public relations crisis success stories in history. It was all about transparency and the willingness to take a large short-term financial loss to have a long-term recovery and future success.

The one that was handled terribly was the Three Mile Island disaster. Nuclear meltdowns are the biggest fear of citizens that reside near these facilities and the public at large. The lesson of this was that no information is worse than unsettling information because people underreact and overreact. Each reaction creating a dangerous situation.

A recent one (or two) is the situation regarding two Boeing 737 Max air crashes this year. After the first crash, a Lion Air 737 Max, Boeing officials stated that the aircraft was safe and that the solution was more training for the pilots. Then a second crash occurred killing all on board and Boeing doubled down on the training explanation. According to Sandy Sucher of the Harvard Business Review, in her article, How Boeing Should Have Responded to the 737 Max Safety Crisis, Boeing should have said, “This is a technical problem that we do not fully understand. In light of that uncertainty, we recommend grounding the 737 Max 8s and 9s until we can be sure we know what is causing these crashes and can satisfy ourselves and all of the global regulators that the plane is safe to fly again.” Sucher contends that it is all in the framing of the message.

In these times, I am truly amazed more at the bad handling of organizational crisis than I am impressed with good handling of it. It seems that the examples we have had in our rearview mirrors have provided enough quality examples of how to handle these situations. Although more

elements are in play in our current media world.

One of the reasons that organizations continue to struggle with poor handling of Crisis PR is social media. When Johnson & Johnson was going through its Tylenol crisis companies had more control of information that relayed to the public. J & J officials were able to go on TV programs such as Ted Koppel’s Nightline where viewers were given daily updates on the progress of the ongoing criminal case and what they were doing to protect consumers. This was during a time of low media fragmentation so millions could be reached during one broadcast. Now with multiple TV channels and video outlets with varying agendas, it is difficult to get the same message out to many people.

The biggest reason, however, for the lack of control of information is social media. Never in time has there been so many outlets that information can be spread with no filters to separate accurate from inaccurate.

One that has definitely changed in recent years is that the PR crisis is created because of the “hot button” political or social issues combined with social media. In the case of Gillette and their move from “The Best a Man Can Be” traditional tagline to their 2018 campaign tagline, “The Best Men Can Be,” the company that has been known for years to brand their products for men decided without warning to take on men’s past behavior and how to be a man in current times. While well-meaning, the campaign came off as preachy and was a shock to traditional male Gillette product consumers. Also, with the division that some have interpreted as identity politics, and the fact that these ads that were typically aired during Sunday afternoon NFL games, many were not happy with Gillette intrusion on their routine by making men examine their place in society. 

https://hbr.org/2019/03/how-boeing-should-have-responded-to-the-737-max-safety-crisis

https://www.washingtonpost.com/archive/business/1982/10/11/tylenols-maker-shows-how-to-respond-to-crisis/bc8df898-3fcf-443f-bc2f-e6fbd639a5a3/

Linking Traditional and New Media for Advertisers

Having worked in media sales for more than 24 years, I have seen how advertising tools and methods have changed. Some of the change has come quickly. However, it has been a slow process in some business categories. At the beginning of my career, newspapers were the main source of selling cars. Auto dealers loved watching potential customers bring in the newspaper ad when they would come to test-drive a car. It would tell them immediately if they were there to buy and it told them that their advertising was working. This changed around the year 2000 when the World Wide Web was taking hold.

Forward-thinking auto groups wanted all in on the internet, even forgoing traditional forms of advertising such as billboards, TV, Radio, and of course newspapers. A few of them moved too quickly on this not understanding that they had to continue branding their products and advertising their web address. Many of them went back to some forms of traditional media although newspapers never recovered. Looking back it was interesting to witness the beginning of this new way of advertising. Many knew it would change everything but few knew how it would work.

Today, I see businesses continue to use traditional media and forms of “new media” or “advanced platforms.” In fact, utilizing metrics, it can be proven that media such as TV with online provides lift in website visits, conversions, along with time spent viewing online content. In his article in Business Magazine, Andreas Rivera states that “Video is also a growing medium for advertising that's catching people's attention. According to a Kissmetrics blog post, video on social media gets much more engagement than non-video ads.” This engagement includes sharing online videos. Rivera goes on to write that video on phones is 1.4 times more likely shared than static forms of media such as online display ads.   

There are, in fact, guidelines to follow that can ensure the best chance for success with all marketing and advertising campaigns:

1) Use multiple forms of contact with consumers as methods to stay connected to them. For example, “Like us on Facebook or retweet this message on Twitter” for a special offer or an invitation to a special event. In other words, reward them for a follow on Instragram, Facebook and other social media platforms. Find ways to get them to stay connected. 

2) Search Engine Optimization and Search Engine Marketing is not an end-all for your advertising dollars. It is a great way to get people to find a business when they are searching for a product. However, SEO and SEM only work when people are interested in your type of product. If a consumer wants to buy a mid-sized vehicle but do not know if they want to buy a Toyota or Nissan, what will get them to do a search for a specific car or dealership? TV advertising is an example of a traditional media format that will marry well with online search efforts. TV will not only get consumers to Google search the dealership; they will do organic searches, which means that they will be entering the direct web address to the dealership.

3) Social media works. It may seem obvious but utilizing social media is the newest, best way to market a company message and extend a brand. In addition, in most instances, social media reaches a younger market that trusts advertising more than boomers and traditionals. There are pharmaceutical ads on Facebook and ads for traditional products and services such as UPS and airlines that reach the boomer and traditional crowd. However, if a company wants to reach millennials and gen Xers, they must use social media platforms. In addition, if they want to advertise shared on social media sites it must be video and must be compelling.

4)  Blend traditional and social media efforts together for the best outcome. The most efficient way to utilize advertising dollars is to make it work for all platforms. When video content is produced for a TV commercial, use that same spot in for social media advertising. Link your Facebook, Instagram and other social media platforms to your banner ads click-through instead of your website when an event or special offer is coming. This will allow updates of information anytime it is warranted. Be creative when thinking of the most efficient ways to use advertising content.

5)  Do plenty of homework when selecting new and traditional media opportunities. Company owners and those buying media are inundated with media sellers. Find what works from others in the business. In addition, get research specific to this type of business. Do not depend on outdated research such as Nielsen and Arbitron ratings when placing TV buys. The best question to ask internally is what does my customer look like, and externally, how do I find my customer. Then find the media format that works best for targeting these consumers. Also, utilize media sellers that can be trusted to be long-term partners and not after the quick sale.

Finding that “special sauce” that will get customers to engage with a company is a huge challenge. This is not just because finding the right message is difficult but finding the correct platforms with all of the options is daunting. Information is the key to making an effective transition to the best outcome.

Media is changing so quickly there is no room to set strategic marketing plans more than one year out without room for adjustments. In the past, many companies that I would work with would make their plans for the next year by October of the current one. After that, nothing would change until the next October. There was no reason to pivot on these plans unless business conditions drastically changed.

Today, media departments and business owners much be ready to change along with technology and new opportunities. They must have a plan in place but always assume that something that can help them will becoming along that can give them that competitive advantage in the marketplace.

https://www.business.com/articles/how-technology-is-changing-online-advertising/

Professional Blog #5

Leadership for All

I remember in the movie Jerry McGuire where Tom Cruise’s character asks his co-workers repeatedly “who’s coming with me?” In the scene, he is in a desperate situation and quickly attempts to come up with reasons why people (and a goldfish) should leave their secure job and “take a leap of faith” with him. He is in a no-win situation because he is fired but instead of just walking out, he has his mission statement and he has no choice but to run with it and take believers with him.

Being a leader is not always this dramatic and certainly doesn’t always mean you must write a late-night treatise on your beliefs and the direction of your personal and professional life.

True leaders, however, can change the course of people’s lives. In the Psychology Today article Leadership Management, Ravi Chandra says that Great leaders are often credited with possessing high social intelligence, a zest for change, and above all, the ability to set their sights on the things that truly merit attention.  

Good leaders set the tone for what is possible. They have a vision and a strong belief in the direction they are taking us. Moreover, they make decisions that may not always be popular but do it for the greater good and want you to believe so you will come along for the ride. There are a number of aspects of being a leader. 

Here are some that we may or may not think of when we consider leadership:

1)     Leaders are not always born, sometimes they find themselves in a leadership position. Although it’s true that most leaders are socially active and take on the vocal role of a team, sometimes a leader doesn’t speak until he or she sees that it is needed. It reminds me of the strong leader on a sports team that works hard and displays belief in a system but only steps up to be vocal when it’s needed and no one else will do it. Team members don’t want to be led by the loudest, they want to be led by the one they respect the most.

2)     Leaders have a vision. I have heard many times since I was a child whether it be at church, school or business that in order to grow there must be a vision. Leaders not only create the vision but also show others a road map to getting there. In his Observer magazine article, Jon Gordon writes that “some scoff when leaders share bold ideas, imaginative goals, and seemingly impossible dreams, but ideas, imagination, and dreams are the fabric positive leaders weave together to create the future and change the world (2017).” Therefore, sharing the vision is not good enough. True leaders find ways to make their vision real to others.

3)     True leaders are humble and want to learn everything they can about how to lead. These people learn by listening, reading, and taking in any information they can apply to their vision. It seems a cliché but many coaches read books about past generals, world and business leaders. They want ideas of how to lead a group of men and women from those who have done it and left a road map behind. There has been much written about the roadmap to leadership and many so-called leadership gurus that have made a lot of money on weekend leadership seminars. In reality, it all comes down to this, it is hard work to fulfill one’s duties as a leader. It is a humble task of learning what it takes and getting others to put in the work to make it happen.

4)     Leaders are always willing to learn how things work in order to be a proper leader. In fact, many future leaders take “grunt” work while they are progressing with their education or just starting out with a company. Walmart CEO, Doug McMillon began his stint by loading trucks at the distribution center. Former Goldman-Sachs CEO, Sidney Weinberg began as a janitor’s helper that worked hard and made an impression on those that saw him doing his job and Margaret Keane, CEO of Synchrony Financial started as a debt collector. Many times leaders are brought in to change a poor culture to a successful one. One of the main ways for this to happen for them to learn how others do their jobs. 

5)     Finally, leaders must always stick with the plan and restate it constantly. In addition, every innovation diffused to other employees must be done with the vision in mind. Doing this is the only way that it is not forgotten and those late to come on board realize that it’s not going to change. According to David Shedd in Business Insider, leaders must be consistent in mood, behavior, and decision-making (2011).

As one that has worked for various large corporations that have been swallowed up by larger corporations, I have seen many focused directives and whole-sell changes come and go. Many of directives that were going “change the way we do business,” went by the wayside without much thought. They just disappeared. Some of this occurred because large companies move so slowly that by the time procedures and long-term goals were changed it was time for a new one. I do believe though that many times long term goals and visions were not brought to fruition because there were many managers and few leaders.

The visions turned into, make your budget, don’t lose a dime this quarter and oh yeah, make these wholesale changes while doing it, and don’t tell anyone why we are doing it.

I have to say the most impressive leader I have ever met was an instructor for a night class in management that I took at Hillsborough Community College in Tampa, Florida. I saw this man walk into my classroom for the first time wearing a flight suit and carrying a briefcase. He turned out to be a squadron leader at MacDill Air Force Base in Tampa and started teaching management courses. I saw him and immediately thought the worst because I didn’t want a military experience preached to me. I wanted to learn the course, graduate then move on in my career.

What I soon learned was that I couldn’t wait to get to class and learn from this man that made life and death decisions in the air every day and then came to my campus to teach me what he knew about leading people. Not only did I learn much from him, but he also taught in a manner that made learning easy. He taught us how to take a leader's vision and then take the day to day tasks to make the vision come true. He never talked about following a leader blindly but only about following those that could change your life and make a difference. Aspiring leaders should be so lucky to learn from someone like this.

      

  

https://www.psychologytoday.com/us/basics/leadership

https://finance.yahoo.com/news/15-ceos-expertly-worked-way-201138013.html

https://realbusiness.co.uk/5-business-leaders-who-worked-their-way-from-bottom-to-top/

https://www.businessinsider.com/3-areas-where-consistency-from-a-leader-is-critical-2011-4

Just Tell Us

When I was a child and got to a “certain” age, my parents would give me a new rule or remind me of an old one. If it did not make sense or if it was something I didn’t like I would invariably ask why? Asking why is sort of a rite of passage for children to the point where it’s a cliché. There were six children in my family so I am sure my parents didn’t want to give us to in-depth of a reason or that is how they would occupy their time exclusively.  I don’t remember being a problem child but remember sometimes reaching a point where if things didn’t make sense I would get frustrated. That is when I would ask why.

I remember my father replying to my request for a reason by stating, “Because I said so.” I can remember the compounding frustration I felt when I wasn’t receiving a satisfactory answer. These days, I am not sure how parents answer this question from their children. I have never done this to mine because I remember how angry it would make me.

Midway through my career, I was having a discussion with direct manager, with whom I had a good relationship, about an account and I ask him why we were handling a situation in the manner that we were. I asked him in a respectful manner. I didn’t want him to think I was questioning his judgment or authority. I was very surprised when he jumped out of his chair, red-faced, and yelled, “Because I said so!” I didn’t know who to be embarrassed for more him or me.

In the corporate world, “because I said so,” is a phrase one will rarely hear. However, in the realm of internal communications, companies many times expect new innovations, policy changes, and rules, in general, to be accepted without explanation of the purpose. In the Harvard Business Review article, “Don’t Just Tell Employees Organizational Changes are Coming, Explain Why,” Morgan Galbraith states, “Executives and those responsible for leading change cannot assume that employees understand the reasoning behind them. You must spend time explaining the changes and why they are important (HBR 2018).” Many times the answer may be about saving revenue, it could be about staying ahead of technology changes and potential issues “down the line,” if we don’t take care of this innovation now. It’s ok, just tell us.

Many times the diffusion of innovation and the reasons for the change seem to come down from the top to mid-management then stops. The change is directed to staff members but the reasoning why is never mentioned. I’ve brought this up to mid-level and upper management when surveys prompted a response on job satisfaction. I have also talked to human resource professionals about this and received a tepid response. It was as if they had never heard this question before. As Galbraith says if executives and I will add front-line management don’t disseminate the information employees won’t understand the reasons and most likely won’t be on board with it.  Information on the innovation is as important as the change itself.

Supervisors and managers are responsible for this. Phil Robinowitz states, “If supervision is seen -- and practiced -- as supportive and helpful, a way to continually enhance the quality of one's work, then internal communication is more likely to flourish. Another role that supervision plays here is that it can help staff and volunteers to examine and improve their own communication, and thus improve communication within the organization.” (Community Toolbox Blog  2010).” In other words, it is the management’s responsibility to set the tone for the flow of communications. Staff members learn to be good communicators by the example that is set for them by management.

Even if changes will be painful for a while, it is important, to be honest about this and again, why these changes are being made must be part of the discussion.

Something I would add is don’t assume you know how the change will affect your team unless you understand the processes of how things are actually done. This reminds me of a recent meeting where a leadership group was explaining a major change in the way we would affect the sales process to our system. Upper management thought that one of the supposed benefits of the change was going to be that we would save time processing sales orders. They believed that there would be one less process when in fact it added a redundancy they never knew would be the case.  This occurred because those that were involved with the task of order entry were never asked how they would be affected by the change. In addition, they were never told why the change was being made.

In other words, don’t sugar-coat and make up reasons why we will love these changes, we won’t. Just tell us what it is and tell us why and we will accept it. Maybe grudgingly but we will keep moving forward with respect for those giving us the information.

In his Forbes article, “Eight Steps for Helping Your Employees Accept Change,” Brent Gleeson writes about the importance of transparency when change is coming. “Everyone wants to know the purpose behind the organizational change. In my last company, we decided that we needed a better project management solution and better data as to where people were spending their time. This would lead to improved financial decisions and efficiencies. So we rolled out new software and a time-tracking tool. Holy hell! Let’s just say that this threw everyone for a loop. It became very apparent that we needed to be doing a better job explaining the “why.” Once the team understood the reasoning behind this change and that the goal was to improve their work balance, the revolt slowly subsided (Forbes 2016).”

I wish readers of this blog could watch me dropping the microphone for Mr. Gleeson.

https://hbr.org/2018/10/dont-just-tell-employees-organizational-changes-are-coming-explain-why

https://ctb.ku.edu/en/table-of-contents/leadership/effective-manager/internal-communication/main

https://www.forbes.com/sites/brentgleeson/2016/10/17/8-steps-for-helping-your-employees-accept-change/#2f6fe69229f2