Comments on: Extraction Byte: Mining Social PR Elements from the Masters of Disaster Commandments

By: Opening the (Social PR) Business Kimono on Your Terms

Opening the (Social PR) Business Kimono on Your Terms — Tue, 26 Feb 2013 17:07:45 +0000

[...] PR lead and communication team, particularly in regards to issues and reputation management (i.e., crisis communication and damage control). Yet many lack similar senior-level, in-house PR role experience and/or their primary area of [...]

By: Damage Control: Get It RightDamage Control: Get It Right

Damage Control: Get It RightDamage Control: Get It Right — Wed, 13 Feb 2013 13:02:41 +0000

[...] “Break out the band” is dreadful advice, an even worse attitude for damage control. [...]

By: Judy Gombita (@jgombita)

Judy Gombita (@jgombita) — Wed, 06 Feb 2013 19:15:24 +0000

Thanks, Sean. Of course in this #socialPR column I am focusing on elements of crisis communication related to social media accounts and platforms. Which may not always be employed.

For example, the recent Applebee’s Restaurant incident. Given that this was an HR decision (to fire the person who posted a patron’s name and message on social media), I have no idea why employees decided to “engage” with the negative visitors on its Facebook account.

Hiring and firing are organizational decisions. A person opining on Facebook really doesn’t get a say.

But, then again, I would not classify this Applebee’s incident as a “crisis,” as per the Master’s of Disaster book and Commandments, I really don’t think “trust” and/or the “reputation” of the restaurant was in danger, at the time or in future.

If the employee hadn’t of been fired, some patrons might have stayed away, fearing their privacy might similarly be compromised……

By: @commammo

@commammo — Tue, 05 Feb 2013 21:37:58 +0000

Judy – really appreciate the bon mots. The recipe for effective crisis communication has been well-studied, notably by Dr W Timothy Coombs of the University of Central Florida. It falls mainly on the concept of not only saying you are sorry, but taking action that demonstrates your sorrow. Paying reparations, firing negligent parties, withholding bonuses or benefits, etc. Getting your organization back to business too quickly winds up backfiring – people have to believe you are sorry, which is a far cry from merely hearing you say it.

Thanks for another great byte.
S.

By: Judy Gombita (@jgombita)

Judy Gombita (@jgombita) — Sun, 03 Feb 2013 22:14:38 +0000

Thanks, as always, for the fabulous support, Joe. Indeed:

“When you are in the throes of a crisis it is critical to remember: It is not about winning the battle of the news cycle, it is about winning the war of the news story—and the war of the news story is won by rebuilding trust.”

That is absolutely key, winning the war of the news story. And, of course, a company with a great corporate culture, which has always demonstrated integrity and strong values is going to find it easier to win BACK the trust.

I think the hardest concept for many would be the frequent and honest communication (through social PR), even when it’s unflattering. But that’s part of getting a head of the news story: putting it out there, first!

By: Judy Gombita (@jgombita)

Judy Gombita (@jgombita) — Fri, 01 Feb 2013 15:01:43 +0000

Thanks, David Graham. I wish I could take credit for the “small wheels of a clock” analogy, but that credit goes to the “Masters of Disaster” who have been through numerous iterations of “winning the war on the news story”–successfully!

By: David Graham (@DavidGrahamSA)

David Graham (@DavidGrahamSA) — Fri, 01 Feb 2013 08:35:54 +0000

A great article as always Judy. I liked your “small wheels of a clock” analogy!

By: Joseph Ruiz (@SMSJOE)

Joseph Ruiz (@SMSJOE) — Thu, 31 Jan 2013 18:11:31 +0000

I agree with Neal Judy really tough to know where to begin with all the great insights. Some that immediately spring to mind – once again Culture eats strategy for lunch and dinner . Leadership and integrity form a great foundation upon which a solid integrated communications strategy can unfold. I love the info about getting ahead of the story while doing so with a disciplined approach. I’ll have to go and get the book you convinced me even the content at the end would be very worthwhile. Quite a post my friend.

By: Neal Schaffer

Neal Schaffer — Thu, 31 Jan 2013 17:52:30 +0000

Whether it’s #socialPR or any other social business function, it takes a truly holistic approach focusing on all online AND offline elements and always focusing on your most important stakeholders to steer through crises. I’m sure your post will provide sound guidance for many!

By: Judy Gombita (@jgombita)

Judy Gombita (@jgombita) — Thu, 31 Jan 2013 17:48:15 +0000

Thanks for the feedback, Neal. Some of the social PR elements/concepts were new to me (over on the G+ discussion, I have to counter Sandy Hubbard’s assertion that proactively posting something is disingenuous….).

But I think what was probably most useful to ME from a damage control, PR practitioner’s perspective is that organizations DON’T have to pay equal attention (on social media or otherwise) to all accusations and complaints. Figuring out the core audiences or stakeholders is absolutely key, as demonstrated in the New Vision Television restructuring case study. I keep going back to Susan G. Komen and how much time the private foundation wasted trying to placate the haters on Facebook. If they wanted to make the funding into a political or healthcare issue, so be it. What Susan G. Komen needed to do was “speak” to the stakeholders who supported its mission of raising funds/allocating monies to FIND A CURE for breast cancer THROUGH RESEARCH.

Anyhow, I’m glad you found it a worthwhile read, as your opinion on all things social business does matter to me!