Accountability in Communications
No doubt the pandemic has deeply affected our families, work, the economy, social activity, and of course, our health. In has also affected how companies operate and how they communicate with their customers and the public. Being tone-deaf to what is happening in the world can do tremendous reputational damage to a brand. Many companies recognized this and started to incorporate acknowledgment of the pandemic into their Corporate Social Responsibility programs, and their communications, in mid-2020. And now several major brands are recognizing the need to not only adapt to the societal changes, but also involve themselves by reaching out to the public with pandemic messaging, some of it replacing their existing marketing. Anheuser-Busch, Pepsi, Coke, Audi and others are adjusting, or even eliminating, the holy grail of marketing platforms from their ad schedules: the Super Bowl. And several are donating their ad time to vaccine education and other non-profits. This is an excellent example of following some of the basic tenants of good communications, regardless of the time we find ourselves in. Stay connected to what is happening in society, and with your public. Be authentic and transparent. Deliver value to your audience. Be flexible and adjust when appropriate. Being socially responsible is not only about donating money and involving your employees in cause programs. Corporate Social Responsibility is about being accountable to your stakeholders, the public, and to yourself. It is an awareness of how your brand affects society. Companies need to learn how to “read the room.” Corporate Social Responsibility should be a critical part of a company’s branding efforts and in some cases it can even lead the efforts and serve as the umbrella mission over marketing and public relations, driving the company image. Whatever position your company decides to embrace, the recognition of societal change can be a driver for positivity in your communications and show benefit and value to your publics.
Discussing The (Former) President Being Removed From Various Social Media Platforms
Radio Interview: Discussing Hilaria Baldwin’s Cultural Appropriation Accusations
5 Strategies for Successful Crisis Leadership
by Rob Weinhold, Chief Executive of Fallston Group When it comes to crisis, it isn’t a matter of if but of when. Having an effective crisis management strategy in place is critical not only for weathering the storm but for rebuilding as quickly as possible afterward. These five strategies will help you minimize damage and maximize recovery. Embrace and seize the moment. Short-term adversity can be a long-term advantage if you are able to meet the moment with impact. Look for ways to make your company bigger, faster and stronger than before. As a leader, you have the ability to make an immediate and valuable difference. While everyone does make mistakes, people trust those who handle crisis with the honesty, decisiveness and optimism it deserves. Yes, optimism! Follow the Resilient Moment Communications model. The underpinning of success is the ability to communicate effectively, especially in dire, unexpected circumstances. The Resilient Moment Communications model, developed by Dr. George Everly, Jr., Ph.D., one of the founding fathers of the modern era of stress management, provides an excellent communications blueprint: What happened? What caused it? What are the effects—realized and anticipated? What is being done about it? What needs to be done in the future? If you can fully answer the above questions during times of crisis or adversity, you will have answered the key questions the overwhelming majority of people have during life’s most critical times – you will provide effective leadership. Stay present. Incredible leaders emerge when the chips are down and there is seemingly no way out. The lesson that has always remained with me is the power of presence. The ability to look someone in the eye with empathy and compassion during adversity is critical. You must ensure you and your company are ready to meet the moment, no matter how uncomfortable or unpleasant. Certain life occurrences will yield themselves whether you are there or not. Be ready to meet the moment with vigor, transparency and, again, decisiveness. Be predictive with the press. When it’s time to address the media, be certain to plan for every question and eventuality. There is a tendency for CEOs to want to go on camera without fully preparing because they are used to speaking publicly and know the organization very well. Avoid this temptation and list all possible questions, answers, follow-ups and counters. Train on camera, relentlessly. An eight to fifteen-second sound bite can ruin your reputation, and career. Don’t wing it. Prepare for every interview and press conference no matter how mundane or harmless it may seem. Again, train relentlessly as in this digital age there is no such thing as a local news story any longer. Plan your work, work your plan, stay the course. Once a plan to deal with a crisis situation is put in place, remain true to your vision, conviction and the plan’s ability to perform. This is key. Staying the course is essential in any crisis, once an effective plan is defined. Mid-course correction is sometimes necessary but always have a plan that’s straightforward, easy to understand, easy to execute and scalable at a moment’s notice. During times of sensitivity, adversity or crisis, the most important thing you can do is step up, be present, and answer the tough, yet important, questions. Even better, be prepared before a crisis so you and your company will know what to do during and after – you must create organizational muscle memory – many people are depending on you to lead them through the storm. Always remember Fallston Group’s mantra, “If you don’t tell your story, someone else will. And, when someone else tells your story, it certainly won’t be the story you want told.” Be first. Be fast. Be accurate! Crisis isn’t a matter of if but of when, and when crisis strikes your company or organization, being a competent ambassador and leader during a crisis are critical components to you and your organization’s longevity.
Crisis Chat: A Renewed Focus on Diversity, Equity & Inclusion (DEI)
Why Do You Need a Crisis Communications Plan?
Crisis Communications Plans are designed to provide guidance and easy-to-follow steps to support clients in preparation for, management of and after-effects of proper crisis communications. Reputation leads to trust, trust leads to valuation. Effective crisis prevention, identification and communication rely heavily on education, training, professional judgment and experience of an internally formed Crisis Management Team (CMT), which clients learn how to create by following instructions within the plans Fallston Group creates. The CMT’s ability to manage smoldering issues and understand ways in which issues can escalate is essential to effective crisis response and recovery. Crisis communication is integral in the protection of people, assets and brands. Organizations that wait to respond, hesitate or lack visibility of action create uncertainty and anger – it diminishes marketplace trust. Client CMT’s must efficiently and effectively communicate so others do not fill the informational gap created by silence or misinformation. Any employee who is not authorized as a spokesperson should not make statements, comments or declarations internally, externally, to vendors, media, on social media, etc. All employees should direct inquiries to the designated (and trained) primary and secondary spokespeople. When an emergency occurs, the need to factually communicate is immediate. If client operations are disrupted, all stakeholders will want to know how they will be impacted. Regulators may need to be notified, and local government officials will want to know what is going on in their community. Employees and their families will be concerned and want information. Neighbors living near the impacted area may need information—especially if they are threatened by the incident. All of these “audiences” will want information before the organization has a chance to begin communicating. Velocity and accuracy is key – the crisis communications plan facilitates speed and process – organizational muscle memory is created. A vital component of handling an incident is the crisis communications strategy. Clients must be able to respond promptly, accurately and confidently during emergent circumstances in the seconds, hours, days and weeks that follow. A diverse audience pool must be reached with information specific to their unique interests and needs. Client image will be positively or negatively impacted by public perceptions and the handling of the incident from a leadership, strategy and communications standpoint. Planning is power. With new technology, it can be the anonymous public who often “break” a crisis. Therefore, unlike earlier eras, the crisis management team cannot afford to simply “manage the media.” Remember, anyone with an internet connection and a recording device can wreak havoc on your brand. Fallston Group’s mantra is alive and well, “If you don’t tell your story, someone else will. And, when someone else tells your story, it certainly won’t be the story you want told.” From a leadership standpoint, you must be ready to meet the moment, the 60 MINUTES moment, if need be. Your legacy depends on it. To learn more about Fallston Group’s crisis management work, click here, or contact us to discuss a Crisis Communications Plan for your team.
Distance Makes the Leader Grow Stronger
By Stephen Amos, Fallston Group Performance & Executive Coach The most successful and impactful leaders are those who strike a solid, healthy balance between productivity and relationship-building. These are the leaders who encourage their teams to arrive 20 minutes early for strategically-important meetings, to allow time for bagels, coffee, and catch-up. They are the leaders who add “how do you feel about our action plan” to the bottom of the agenda for those same strategically-important meetings. They genuinely want to know and are willing to adjust based on the voices of their teammates. They are honest and transparent; the kind of people workforces gravitate toward because they are trusted. They are “my door (or Zoom line!) is always open” kind of leaders. They care about things like health and wellness, work-life balance, how Rachel’s son did in his tennis tournament, and if Jacob’s mother’s surgery went as planned. They are real people, with big hearts, and they aren’t afraid to let it show. In fact, to them, vulnerability is a strength. This past March, COVID-19 ramped up and businesses of all sizes and verticals quickly adopted new telework protocols. Leaders faced a whole new set of challenges. Scratching tasks off to-do lists in virtual work settings is one thing. Connecting with people on a personal level, using a phone or web-based platform, is another. Leaders have had to figure out how to set or sustain positive, encouraging, nurturing cultures, with groups of people they no longer see physically each day. They have had to think about and practice resilient leadership from a very different perspective – from a distance. As I’ve interacted with leaders and teams from various businesses over the past several months, it’s clear that some are knocking the ball out of the park in making these necessary adaptions. Others are still struggling to manage business “as usual” with so many new workforce dynamics. I believe there are five tactics every leader who leads from a distance must embrace, in order to keep their team engaged and connected: 1. Make time on every conference call or web-based meeting for personal connection. Don’t assume you’ll have a few extra minutes at the end, after you get through the agenda, to catch up. Make this a prioritized agenda item. 2. Ask a lot of questions and make sure your people know you want their open, honest answers, even if they are hard to hear. Good leaders, and their teams, are transparent and elicit feedback from each other. 3. Make sure your people have the right tools, supplies, and resources to work remotely, for the long-haul. Don’t assume they have what they need or expect them to make out-of-pocket investments. Ask, and then put processes in place to resource them correctly, on the company’s dollar. 4. Encourage your people to create and commit to a work schedule with daily start and stop times. Without them, the line between work time and personal time gets a bit blurred and stressful. As leaders, while we appreciate that staff is willing to go the extra mile and put extra time in to get the job done, we also need to encourage balance – now more than ever. We need the best version of each person to present, daily. 5. Set a good example. Your people are watching you. They are listening to you. They may replicate your approaches. They may adopt your attitude. Approach each day, each meeting, or each priority the way you’d like to see your team approach it. Remember, the ‘shadow of a leader’ is alive and well. Some say distance makes the heart grow founder. I believe distance makes a leader grow stronger.
Striking Balance as the Storm Rolls Through
Last week, I was speaking with a prospective client about the value and importance of crisis leadership and the need to make decisions with accuracy and velocity. The conversation went well and toward the end I asked the executive if there were any additional questions I could answer. She wanted to know what we might be able to do to generate quick positive stories about her business to offset and avoid any negative press coverage that may be on the horizon. I believe my response may have caught her by surprise. “You don’t spin your way through crisis, you lead your way through. New stories can certainly be shared and in the mix, but timing is key. And, it’s not exclusively about offsetting the negative news you want to keep under wraps. Instead, you approach crisis with honesty, transparency, and with a vision for what life will look like when your worst moment is in the rear-view mirror. It’s not about avoidance; instead, it’s about leading while striking a balance as the storm rolls through. It truly is about operating at the intersection of leadership, strategy and communications.” Anyone who has worked with Fallston Group knows that we almost always choose to face the storm head-on, and play the long game. Effective crisis management is not a 36 or 48-hour process or engagement that tackles an isolated incident. In fact, it’s quite the opposite. It’s about understanding clients’ personal and professional goals – short, mid, and long-term. It’s about identifying risks, threats, and liabilities that may occur and how to heal the bumps and bruises that may go along with them. It’s about merging leadership, strategy, and communications in a way that positions the client to be bigger, faster, and stronger after that defining moment than they were before. It’s about giving the client every reason under the sun to understand the importance of long-term marketplace trust. That prospect I spoke with last week became a Fallston Group client yesterday. The decision to contract with us was an easy one, she explained. She acknowledged that her company has in fact been spinning through crisis, and that the time to change their approach, and lead through crisis is now. In fact, this particular crisis was now viewed as a platform for positive real reform, versus a hard chore to get through. Every day, Fallston Group is engaged with unique human beings, all looking at life through different lenses based on their own experiences and lessons learned. We are here to listen, analyze, and act, with precision, as we commit to fighting a daily battle on their behalf. It’s what we know. It’s what we do. It’s what our own reputation is built upon. Today is the day to halt the spin cycle. Choose to lead through crisis Instead. Your future depends on it.
School Year Decisions Offer Perspectives We Can All Learn From
The start of the new school year … it’s here, and it sure is showing us how important it is to remain flexible and open-minded as we continue to manage the impact of COVID-19 on our world. Many school systems – from K-12 through colleges and universities – announced a few weeks back that they would be opening for in-person learning in some capacity this fall. A short while later, many came forward with announcements to change those plans, shifting to fully virtual models. Then, last Thursday, Maryland Governor Larry Hogan and the State Superintendent of Schools, Karen Salmon, called a press conference, encouraging county leaders to rethink their plans and strive to open sooner rather than later. Opinions are all over the board. Some are happy to be erring on the side of caution and safety at all costs. Others are irate, rallying for schools to open now and pushing for kids to have the opportunity to interact face-to-face with their teachers, substitute teachers, and peers as the top priority. Many are simply confused; a result of too many mixed messages coming from too many different people, all at one time. I believe the processes schools are going through and the reactions people are having to them warrant some pause and reflection – whether you are a parent with a school-aged child or not. Why? In some cases, the magnitude of logistical challenges the school system is navigating mirrors what many of us are facing in both our personal and professional lives, in today’s COVID-19-centric world. As we tackle challenges that must be overcome, what we think will happen, what we want to see happen, and what will actually happen, are three very different things. In the end, opinions will vary greatly. Not everyone will be happy. Most decisions will come with pros and cons. And, even once a decision is made, the potential for change will continue and be constant, for the foreseeable future. As leaders, just like parents whose kids are about to embark on a different kind of school year with many unknowns still in the mix, our job right now is to calm the storm the best we can. We must remain flexible, open-minded, and adaptable. Today’s plan of action, whether we like it or not, may change by tomorrow. Most importantly, we must be transparent. We must communicate often and clearly. We must lay out Plan A, as well as Plan B and perhaps even Plan C. We must consider the best timing for delivery of any and all messages. And, we must account for how our people (just like the kids) will respond to them. What will resonate positively? What may be upsetting or concerning? What questions will rise to the surface, and how can we be proactive in answering them? We’ve all heard the phrase “the only constant is change.” Bottom line – now is the time to accept it and embrace it, in a way like never before. The decision-making processes we are seeing play out in our school system offer perspectives we can all learn from.
Ousting Leadership, A Good Start…
Reports this week of three top producers being ousted from The Ellen DeGeneres Show is a good start. It seems the allegations of sexual misconduct, racial insensitivity and other issues that may, in some minds, create a hostile work environment is being taken seriously by Warner Bros. As with any investigation, once an accurate command of the facts is known, sanction must swiftly follow. And the north star of the company should not be show ratings or money, but what’s right. The terminations, however, should not be the finish line of this probe. Perhaps there is more personnel fallout – if not terminations, certainly some form of progressive discipline as knowing about issues but failing to do something about those very issues is tantamount to being complicit. Playing “go along, get along” should be a thing of the past and certainly not rewarded. All of this makes one wonder why it took so long for Warner Bros. to trigger an investigation. Perhaps the long-term rumors had not gained enough momentum and those in positions of power were not in enough pain. That said, once the story broke in mainstream media, plenty of people, both internally and externally, seemed to have known about the negative smoldering culture. Clearly, what had been happening behind closed doors was the not the “Be Kind to One Another” public persona many know and love about Ellen. This is a leadership moment. Crisis costs time, money, stakeholder confidence and careers…this crisis is no different as Ellen’s organizational crisis trajectory is the same. Now that several executives have parted ways and Zoom apologies delivered by Ellen to approximately 200 staff members, it will be interesting to see what the road to recovery looks like. What do future hiring, retention, training, discipline, supervision, reporting and leadership practices look like? How will they be communicated, embraced, put into practice and monitored? The goal must be to create long-term sustainable change, from the bottom up and top down – Ellen’s legacy is in the balance.
