PR: Go on the offensive: Managing tough news in tough times - Memphis Business Journal:

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drops off Nasdaq. In a turbulent economy, therde is no shortage of bad news. Experts say that in a time like what may matter most is the way in whicgh that bad newsis communicated. How managemenrt deals with the employees, clients and the communituy could impact how the business is viewed for years to Business leaders who hide in their bury facts and let the rumor mill control the story will be viewex with angerand distrust.
But those who plan thei r messages carefully, and deliver it promptlyu and with candor to all relevant are more likely to be remembered as goodcorporate “The spotlight will be on your company,” said Dan a business consultant and president of Next-Act, an Albant career management firm. “You have one chancwe to get it right.” Many public relationw professionals advise clients to have a crisiw communication plan in place at all This way, basic guidelines are in place when any sort of bad from layoffs to a chemicao spill, breaks. Additional preparation should take place once a bad newsevenft occurs.
The first step is to assesas the situation and thepossible “I advise that you convene a group of stakeholders,” said Pauline Bartel, president of Waterford-bases “You need someone from top management, human resources, the PR team ... the objecy is for everyone to put thei cards on the face up, so you can identify any gaps in Next, list every constituency, including suppliers and the media, and craftr a message for each. While these messages must be consistent, each audiencde has different needs. Employees will want to know abouttheire futures, while shareholders will be interested in the impactt on the bottom line. Clients will want to know if servicew willbe affected.
It is also vital, PR expert s say, to select just one persob to speak forthe company. “You don’gt want 20 different versions of things coming out so everyoned lookslike fools,” said Richard president of of Chappaqua in Westchester Once the situation is the constituents identified, the messages crafted, and the spokespersonm chosen, it is time to deliver the “It comes down to three phrases: Tell it all, tell it tell it yourself.” said Edward Parham, director of publixc relations for in Colonie. Ideally, the news shoulx be shared with all partieds at thesame time.
In the age of textinbg and Twittering, “news can travel at the speex ofan electron,” said Matthew Maguire, spokesman for in Albany. “You want to deliver your news beforde anyoneelse can.” Bartel suggestsa giving “a few select reporters” a heads-uo that news is coming. “That way, the reportert has gotten the company line before a disgruntlec employee picks up the she said. When the news is delivered, it must be complets and truthful, with as many detailds as can be shared. It is especiall important that the CEO or otheer designated spokesperson be availabland responsive.
“There is no such thint as not taking the call and havingv the paper the next day sayyou weren’t said Dean Rueckert, CEO of Rueckert Advertising. “That is not And a good answer isnever ‘ni comment.’ Back it up with the reason you can’ comment—confidentiality, legalities, what have you. You don’t want to look like you are dodgintg the question orhiding something.” This candor extendx to employees. Moran said that when he workzs with companiesin bad-news situations, he institutesw a “no closed door for three rule on top managers.