Police Commissioner Right to Wait Before Releasing Shooting Information
Rob Weinhold – Principal, Fallston Group *Former Chief Spokesperson for Baltimore Police Department Some have criticized Baltimore Police Commissioner Fred Bealfeld for not releasing information about the controversial police-involved shooting this past weekend in a timely manner. The early morning incident, which resulted in an off-duty plain clothes police officer being shot and killed by responding on-duty officers, has many ramifications for everyone involved. By rushing to judgment or prematurely releasing information to the public, the BPD would be risking their most central and important asset – integrity. The nature of crises such as this creates an immediate information vacuum and chief executives often make the mistake of trying to fill it with turning what little they know at the time into something more substantive or speculating. And, even though many leaders try to lend perspective along the way, the spirit of an executive’s comments are often distorted and taken out of context over time as new information emerges. The nature of crises such as this creates an immediate information vacuum While providing immediate information has very legitimate value and is often the advice rightly given in many circumstances, in this situation the Commissioner has done the right thing in waiting until skilled investigators can establish the physical evidence, witness credibility and officer statements in accordance with the pattern and sequencing of events before presenting more facts publically. In virtually every crisis-oriented event, new facts emerge, more witnesses come forward and physical evidence materializes – all changing the immediate complexion of an incident. Tragically, according to the Washington Post, both CNN and NPR reported Congresswoman Gifford was fatally wounded not long after she had been shot. This was obviously not true as news outlets, at times, will also act on limited information. Let’s step back, give the BPD an opportunity to do its job then offer an opinion about the facts and circumstances from that evening once revealed. None of us were walking in the shoes of all involved that horrible evening; let the BPD conduct its search for the truth before condemning the Commissioner’s or anyone else’s decisions.
Safety First; Personal Safety Tips for Women
By: Rob Weinhold According to the USDOJ and CDC, nearly 2 million women are physically assaulted annually in the United States and 15%-20% percent of all American women report a sexual attack or rape at some time in their lives. And, because many sexual assaults go unreported, it remains clear that many more women are assaulted than law enforcement is able to report. The purpose of this blog is to provide some top-line advice to women regarding their personal safety, particularly during the holidays when there are many more women frequenting malls and other public places. 15%-20% percent of all American women report a sexual attack or rape at some time in their lives. And now, a few words of advice which could save your life: 1. Be keenly aware of your surroundings – keep your eyes and ears open; women who are observant and change their behavioral or travel patterns due to signs of danger are less likely to be attacked as their attacker loses the element of surprise. 2. Walk or shop with others; there is safety in numbers as most attackers will look for isolated, vulnerable victims. 3. Walk in well-lit areas near entrances or exits from commercial establishments; this will increase your visibility to others and decrease your chances of becoming a victim. 4. Have your keys in your hand with your finger on your vehicle’s alarm system while walking through parking lots. Many attackers will look for an opportunity to attack while their victim is distracted by fumbling around with keys, talking on the phone or listening to music on headphones. 5. Limit the number of packages you carry to your vehicle as not having any free hands may invite an attacker who sees opportunity – you may need to defend yourself so be as mobile and agile as possible. 6. Be very leery of cargo vans, camper vans, customized vans or large trucks that are parked next to yours; many attackers will observe a woman get out of their car, wait to park next to their parked vehicle then strike upon their return. A large vehicle restricts vision and it takes less than a few seconds to open a side door and pull a person inside. Be very leery of cargo vans, customized vans or large trucks. 7. Make eye contact with a person that makes you nervous; attackers look for weak, vulnerable women. Additionally, attackers don’t want victims who will be able to identify them. The way you carry yourself (confident and assertive) may well deter a suspect who is about to strike – use your voice and tell someone to “stop” – noise is a deterrent and alerts others around you. Always try to notice unique features about a person (scars, marks tattoos, etc.) in case there is a need to identify later. 8. Use elevators over stairwells or isolated walkways – stairwells are a haven for victimization. Get off of an elevator if you feel uncomfortable and wait for the next car, if necessary. 9. Dress appropriately – wearing heels or other tight fitting clothing will restrict your movement and ability struggle or run if there is a need to get away quickly. 10. Don’t be overly empathetic and compassionate to others as criminal behavior patterns indicate that suspects will try to lure unsuspecting, trusting women into positions of vulnerability (e.g. help carry packages to car, engaging in needless, prolonged conversation, etc.). 11. Don’t judge a book by its cover – many well-dressed, well-mannered and clean-cut suspects are out there looking for women to victimize. They are successful because the victims think they are “normal” people just needing help. 12. If an attacker is armed and is demanding property, give it to them and let them get away. If they are trying to abduct you, do everything you can to make noise, fight and run so as to not let the attacker get you under control and take you to another location. Your chances of survival lower dramatically if you end-up under the complete control of an attacker and are taken to another location. 13. If an attacker is armed with a gun, run away in a serpentine (zigzag) manner to get away if you can. While there is always a risk of being shot, your chances of survival are much better at the point of attack versus being abducted and taken to another location. If you must attack, strike the attacker aggressively in vulnerable areas – eyes, groins, throat, knees, etc. You are fighting for your life. Your goal is to get away and you must do everything possible to achieve that outcome. 14. Contact the nearest security or store personnel to escort you to your vehicle; security personnel don’t mind this as that is what they are there for. Even though most locations are now under video surveillance, this alone is not enough to protect you or ward-off attackers. 15. Trust your instincts – if you feel nervous or scared, it is with good reason. Take the extra time to take precautions and follow the advice outlined. Trust your instincts. These are just a few simple tips, there are many more as not one word of advice is a guarantee as every situation is different. The most important concept is to trust your instincts and be proactive in protecting yourself.
When Your Company Confronts a Crisis, Here’s When to Call a Cop
Examiner.com – Article Submitted by Gerry Hanlon (November 17, 2010) Recently an angry relative of a patient at Johns Hopkins Hospital shot a physician and barricaded himself inside. The tense standoff that resulted lasted for several hours while news media gathered around (and even flew above) the hospital. For insight into the way Johns Hopkins officials were responding to and handling the crisis, one of the first sources that Baltimore’s local television stations called was Rob Weinhold, founder of the Fallston Group, a crisis and issue management firm. Weinhold has faced plenty of dramatic situations before in his career. These days, he offers that experience to large organizations dealing with a wide variety of public relations issues. He’s been the Baltimore City Police Director of Public Affairs, Chief of Staff of the U.S. Department of Justice (a Presidential appointment), and Director of Public Affairs (Policy and Research) for the Governor’s Office of Crime Control and Prevention, among other challenging positions. After his years of public service, Weinhold was a trusted executive for Cal Ripken, Jr., and oversaw his core amateur sports business for nearly seven years. These days, as the principal driving the Fallston Group, he’s putting to good use his many years of executive experience helping to calm and defuse situations – a skill he originally learned as a Baltimore cop on the beat. Today, Weinhold is finding that his crisis communications expertise is making a critical difference for companies with a wide spectrum of issues. While confidentiality considerations preclude Weinhold from sharing too many client details about his work, he is able to talk about the broad category of problems he helps organizations to solve. “If you don’t tell your story, someone else will – and it won’t be the story you want told,” Weinhold says. “If you don’t tell your story, someone else will – and it won’t be the story you want told,” Weinhold says. “When it comes to handling sensitive situations in the corporate arena, most attorneys advise their clients not to say anything. Marketers tend to advise their clients to launch a campaign. At the Fallston Group, we advise our clients to steer a middle course – be forthright, but tell your story in a way that balances immediate needs with long-term stakeholder and corporate interests,” Weinhold explains. He adds, “There are many moving parts to a crisis situation, and it’s important to make decisions in a timely manner.” Discretion is paramount for Weinhold and his associates at the Fallston Group. “I work directly with CEOs who trust me with their most sensitive information,” Weinhold says. “Several clients refer to me as their ‘Chief Reputation Officer.’ Even our name ‘Fallston Group’ is designed fly under the radar. Being discreet is a key part of everything we do,” Weinhold says. Discretion in paramount. The Fallston Group has helped companies respond to a wide variety of media relations issues, including accusations of sexual harassment and internal security threats, as well as better understand how to integrate the legal aspects of a communications response to a crisis situation. “The best result is when we can turn a short-term, adverse situation into a long term advantage by helping the company to change the way they respond to challenges,” he says. Even though he specializes in calming crises, Weinhold believes in helping companies to avoid them in the first place. So he offers vulnerability assessment and crisis management training as part of his comprehensive approach to protecting his clients’ brands. “The best way to handle a corporate crisis is not to have one in the first place,” Weinhold says.
Brett Favre – Is His Reputation in Serious Peril ?
by Chris Catterton Minnesota Vikings quarterback Brett Favre has built a reputation as one of the toughest players in the NFL, playing nearly 300 games consecutively without succumbing to injury. For the better part of two decades, Favre has held firm against opponents who have battered and trampled him but failed to stop him from running-out to play the next week. His endurance in the sport is already legendary, but his reputation is in serious peril – not by injuries to his aging body, but by allegations that he sent lewd text messages and photos to a female employee of the New York Jets when he was employed by the club two years ago. His endurance in the sport is already legendary, but his reputation is in serious peril. The probe into the allegations against Mr. Favre is ongoing and legal action seems eminent. However, one can only imagine what is going through the corporate minds of the New York Jets franchise. Once Jets’ executives got past the initial surprise of the allegations, the franchise has to be asking how they might have prevented this from happening, particularly since the allegations allegedly involve a staff member as an accessory. Additionally, the executive team is probably taking a very hard look at their sexual harassment policy (and other policies) to see if they are vulnerable in any way by employee action or written directive (or lack thereof). While a very unfortunate set of circumstances for all involved, this series of alleged incidents is a stark reminder that every organization, both large and small, must have the proper policies & procedures, employee training and managerial oversight in place to dramatically reduce corporate exposure and prevent victimization. Is your “franchise” protected? The Fallston Group offers expertise in this very important area and can help – please feel free to contact us with any questions or concerns. Is your “franchise” protected?
Armed Security is the Best Defense
by Frank Barile The shooting at Johns Hopkins Hospital again brings the concept of workplace violence into focus. By all accounts, those charged with tactically handling this situation did a great job, but this incident is one of hundreds which occur in organizations around the world each year. In this post 911 world, private and public sector organizations that house or convene large numbers of people must rethink their security strategies. Security personnel must be better trained and equipped to handle violent crises that are associated with both active shooter and bomber situations (those who detonate explosives on their persons). There is no question the security landscape now is more ominous than it has ever been; and, an armed, immediate response is, at times, the only response that will truly stop an immediate threat of violence before real damage or loss of life occurs. Without an immediate armed response, unarmed security personal run the risk of becoming a liability. In my opinion, security entities must routinely recruit educated individuals who are both physically and mentally fit to be armed. Without an immediate armed response, unarmed security personal run the risk of becoming a liability which further adds to the complications of an emergent situation. Generally, a workplace violence incident takes less than a minute to unfold which is not nearly enough time for a first responding police department to engage and stop the threat. Therefore, the only way to truly prevent loss of life during an active shooter situation is for on-site security personnel to take action. And, in order for the security personnel to be effective, they must be trained & armed or they too run the risk of becoming victimized. Recruitment, policy making and training are critical. Security departments must implement new strategies for the 21st century – recruitment, policy making and training are critical. I would encourage every organization to evaluate their policies as no one expects the worst to happen, but it can at any moment. Leaders must ask themselves if their workplace is really protected; if not, take action now before it is too late. The cost associated with these expenses is small compared to the potential cost of liability, or worse, loss of life. Contact the Fallston Group at 443.690.0765 to learn more.
Target, Best Buy Provide “Lesson Learned” for Corporate World
By Rob Weinhold — As a result of the January Supreme Court decision which allows corporations to contribute unlimited funds for political activities, both Target and Best Buy each contributed $100,000 to a business group in Minnesota called MN Forward. MN Forward is an organization who advances political agendas in the spirit of private sector job creation and economic opportunity. The issue is that MN Forward used the funds from Target and Best Buy to help support the gubernatorial campaign of state Representative Tom Emmer, who supports lower corporate taxes. That wasn’t the problem; the issue, apparently unbeknownst to Target and Best Buy executives, was that Tom Emmer also supports the very controversial banning of same-sex marriages. Regardless of which side of the political aisle you sit on, corporations must fully vet each interest it supports and fully understand the risk while entering the political arena. As a result of this “alignment,” Target has now been the subject of immense stakeholder skepticism, protests, product boycotts and public apologies. Yes, this is a crisis that impacts brand and has now made national news – www.washingtonpost.com – August 18th. This blogger is neutral in his opinions about the political issues, but not middle of the road when it comes to the realization about the lack of strategic planning and foresight by both companies. Regardless of which side of the political aisle you sit on (perhaps it’s directly in the aisle), corporations must fully vet each interest it supports and fully understand the risk while entering the political arena. Most times, the support garnered with one group will alienate another group. And, the alienated group could well be very important stakeholders which could have enough clout to mobilize and impact the bottom line. CRO – Chief Reputation Officer This is yet another reason that I support the concept of a corporate CRO – Chief Reputation Officer. This executive should be fully engaged at every level within the organization and be the expert who accurately researches and predicts every internal and external decision’s impact on brand integrity. Organizations who do not continue to critically define, promote and defend their brand will never achieve ultimate growth and profitability goals.
What do Social Media and the Icelandic Volcanic Eruption have to do With One Another?
More Than You Might Think! by Gina Brelesky It has only been a few years since social media sites have gained wide audiences and already they are playing a vital role in helping organizations respond to crisis. They have been used to coordinate volunteer efforts, spread information, raise money, and save reputations. Unfortunately, not all companies take advantage of social media to effectively manage a crisis situation. Take for instance the difference between KLM (Royal Dutch Airlines) and Air France after Iceland’s volcanic eruption. KLM, almost immediately, launched an outreach campaign via their Twitter account and Facebook page. They were consistent in their updates with links to the latest information and answers to individual questions. Air France was another story. Their Web site, with official information, was rarely updated and had little instruction about how to rebook one’s flight. Their Twitter feed was eerily silent and the most recent post on the company’s Facebook page was from February, two months prior to the event. It was obvious that Air France did not really want to use these social and digital media channels during this crisis. While KLM embraced it, Air France chose to ignore it. The results were clearly visible in comments on their respective Facebook walls. KLM’s were generally favorable, with lots of people thanking them for their efforts. The Air France page contained comments from disgruntled fans that could not believe the company was doing so little to communicate with or help its customers. There is no question that KLM was more responsive to its stakeholders during a time of need. Chaotic events like the volcanic eruption present unique opportunities. I’m sure that the companies that grasp them will enjoy benefits long after the crisis has passed. While being stranded at an airport is never enjoyable, the goodwill created by KLM through Twitter and Facebook will continue. I suspect that for the Air France customers who went to social media channels for information, it will be remembered mostly as a frustrating endeavor. Tips for staying ahead of the curve in a crisis situation. So what does this mean for you? Here are some tips for staying ahead of the curve in a crisis situation: 1. Be Ready to Respond at Flashpoint. ~ In order to respond quickly to a crisis using social media you must have all of your assets in place. It takes time to set up the various channels for effective communication so plan ahead. Make social media part of your overall risk management plan. 2. “Didn’t See That Coming!” ~ That’s the problem – we never see it coming! Most of us don’t lay awake at night thinking “I wonder if anyone is online trashing my brand?” But let’s say someone is out there blogging away to the blogosphere some not-so-nice things about you, your company, or your brand. Who in your company is in charge of identifying what is going on? Who do they contact and who needs to be alerted? You need to have an alert procedure in place for a quick response. Don’t be the last to know! 3. “Tweet What? Huh?” ~ Social media is unlike traditional crisis management which might include procedures for press conferences and written releases. In the realm of social media you need to be ready to make multi-media content in a heartbeat. Who is going to do what, when, and how fast? If you need a video made and ready to post in the next few hours – who can do that? If you have to go through your IT department to make it happen the bloggers will have a field day with you! 4. “So That’s What All the Fire Drills Were About!” ~ Practice implementing your crisis communication plan. Use these times to refine what needs to be refined, change what doesn’t work and find things that do. The more you hone your plan, the better it will work in a real crisis. 5. Keep Your Ear to the Ground ~ Stay active on your social media sites. Develop relationships with fans and followers. Really listen to what they are saying and respond. Doing this consistently will build good will with your customers and get you known as someone who is willing to follow-up.
Workplace Violence Advice
by Rob Weinhold A safe work environment is paramount to everyone in the workplace and should be the first priority of leadership. The recent workplace shooting at the Emcore Corporation in New Mexico highlights the pervasive dangers faced by all business owners and their employees each day. This tragic situation left ten people shot and three dead, including the gunman who is suspected of targeting a domestic partner. Workplace violence is defined as physical violence, threats of physical violence, harassment, intimidation, and other disruptive behaviors which occur in the workplace. Attacks in the workplace often seem unpredictable, sudden, devastating, life-altering and public for many stakeholders – physically, emotionally and financially. Unfortunately, many leaders do not pay attention to the prevention side of workplace violence until it is too late. Top-Line Advice In an effort to provide some top-line advice regarding prevention, the Fallston Group offers the following: 1. Install a controlled access security system complete with designated entry points 2. Monitor access security cameras and badge identification systems which are controlled by a receptionist or security personnel – includes monitoring of hallways, stairwells, ingress and egress to executive suites, etc. 3. Implement one-way exit strategies which allow employees to vacate buildings quickly from multiple areas during an emergency – points of exit which cannot be penetrated from the exterior of the building 4. Limit access to certain areas of property based on job description and authorization 5. Offer workplace violence awareness training for supervisors and managers (educate workforce about the early warning signs of workplace violence) 6. Require detailed documentation of behavior/performance and implement reporting policies – be certain assessments, policies and training strategies are reviewed and implemented on a routine basis 7. Provide employee access to counseling services and Alternative Dispute Resolution (ADR) programs – pay close attention to the culture of the business as problems often creep into the workplace from the personal lives of employees. If practical, offer family life programs to relieve some of the work-life balance pressures some employees may feel 8. Involve law enforcement in the documentation process if behavior is deemed threatening 9. Request law enforcement visits with stop, walk and talk details (free of charge) 10. Form a threat assessment/crisis team who regularly plan for and evaluate issues. In addition to the tactics described above, sound pre-employment screening procedures, prior to offers of employment, is critical. Searching for backgrounds in criminal behavior, domestic violence, weapons charges and crimes of violence are often early indicators of future problems. To learn more about protecting your employees and reducing the exposure points of your business, contact the Fallston Group at 443.690.0765 or log onto fallstongroup.com. It is the ethical thing to do as a leader.
