Fallston Group Activates Southeastern Region Location
Fallston Group, a distinguished leader in crisis leadership, public relations, strategic communications, and reputation management, announces the inauguration of its presence in Tampa, Florida, now serving the Southeastern region of the United States. The strategic expansion amplifies Fallston Group’s commitment to assisting organizations (proactively and reactively) with crisis leadership services, equipping organizations who must navigate turbulent times with precision, clarity, and resilience. Fallston Group, which works with private, public, and nonprofit organizations, as well as individuals in need, has been building, strengthening, and defending reputations since the company was founded 15 years ago in Baltimore, Maryland. Fallston Group is a renowned authority in crisis leadership and strategic communication. The regional team brings more than two hundred years of combined professional experience to assist clients in effectively managing their decisions, narratives, and brands in the most challenging circumstances. “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,” remarked Rob Weinhold, Chief Executive of Fallston Group. “You don’t spin your way through a crisis; you lead your way through. While counterintuitive, crises are growth opportunities not to be feared.” Weinhold adds, “We know how to turn short-term adversity into long-term advantage, saving clients time, money, customers, careers, and in the worst of scenarios, freedom, and lives. It is not a matter of ‘if’ but ‘when’ crisis strikes, as anyone with an internet connection and/or recording device can wreak havoc on your brand. The new southeastern regional presence, centered in Tampa, Florida, signifies Fallston Group’s unwavering commitment to delivering exceptional services tailored to client needs, particularly in crisis leadership, strategic communication, public relations, and media training. Whether guiding businesses through reputational crises or creating organizational muscle memory to enhance crisis preparedness, Fallston Group remains a trusted partner dedicated to safeguarding client reputations and valuation. The firm operates at the critical intersection of leadership, strategy, and communications. “We are thrilled to broaden our footprint,” continued Weinhold. Our team will work closely with leaders in the region, equipping them with the tools and strategies necessary to navigate any sensitive, adverse, or crisis-oriented issues.” Fallston Group’s expansion represents a significant milestone in the company’s 15-year trajectory, reflecting its ongoing commitment to excellence while supporting its domestic and international clients.
Hostage Negotiations – A Blueprint for Everyday Life
Just a few short weeks ago, Fallston Group was honored to have delivered the opening keynote at the National Tactical Officer’s Association’s (NTOA) Crisis Negotiations Conference in Scottsdale, Arizona. There were more than six hundred crisis negotiators sharpening their craft to diffuse and deescalate life’s most difficult situations and save lives. Yes, these are ordinary men and women thrust into extraordinary circumstances at a moment’s notice. It’s an awesome responsibility where these chosen law enforcement strategists must play games of chess, not checkers. In our daily lives, the traits that define successful hostage negotiators can serve as valuable guiding principles, helping us navigate challenges, communicate effectively, and build stronger connections with those around us. Don’t we need more human connection in today’s world? Let’s look at some of the key attributes needed to competently manage this high-stakes game and normal everyday life. Communication: Mastering the art of effective communication is a universal skill that transcends crisis scenarios. Whether in personal relationships, the workplace, or community interactions, the ability to express oneself clearly and assertively fosters understanding and mutual respect. By articulating thoughts with precision, we can enhance our capacity to influence positive outcomes. Let’s not forget the most important part of the communication process is the ability to be an effective listener. Empathy and Emotional Intelligence: In the fabric of everyday life, empathy and emotional intelligence form the foundation of meaningful connections. Understanding the emotions of others allows us to build stronger relationships and navigate conflicts with compassion. In family dynamics, friendships, and professional settings, the ability to empathize fosters a sense of unity and cooperation. Empathy is also the single attribute that sets the best leaders in the world apart from others. Adaptability and Flexibility: Life is inherently dynamic, and the ability to adapt and be flexible is paramount. Whether facing unexpected challenges at work, adjusting to changes in personal circumstances, or navigating shifting priorities, embracing adaptability ensures resilience and the capacity to thrive in the face of uncertainty. I had an old sergeant once tell me, ‘The only thing in life that’s constant is change. As soon as you realize this, you’ll be better off.’ I think he noticed my inflexibility at such a young age! Patience and Resilience: Every journey comes with its share of setbacks and obstacles. Patience and resilience equip us to endure hardships, learn from experiences, and persevere in the pursuit of our goals. These traits are invaluable in maintaining composure during challenging times and bouncing back with newfound strength. Yes, it is hard to wait and be patient in today’s ‘hurry-up’ world, but time is often the most important asset you have on your side. Strategic Thinking and Decision-Making: Strategic thinking isn’t limited to boardrooms and crisis situations; it’s a skill that enhances decision-making in all aspects of life. Whether planning personal goals, managing time effectively, or addressing complex issues, strategic thinking guides us in making informed choices that align with our long-term objectives. Research shows that people would rather follow someone who makes a wrong decision than no decision. It’s imperative to create your own future by making decisions, realizing that not all of them will be right. That’s okay; it’s how we learn and become better tomorrow than we were today. The traits of successful hostage negotiators are not confined to high-stakes scenarios. They are principles that, when integrated into our daily lives, empower us to communicate effectively, build meaningful connections, navigate challenges with grace, and make strategic decisions that contribute to our overall well-being and success. By embracing these traits, we cultivate a mindset that not only enriches our individual experiences but also positively impacts the world around us.
Long-Term Leadership Gaps Weaken Organizations and Countries
Regardless of where you stand politically, the role of the Speaker of the House in our country is of paramount significance. As the presiding officer of the House of Representatives, the Speaker assumes the responsibility for shaping the legislative agenda, orchestrating the passage of bills, and guaranteeing the efficient operation of the House. Beyond these operational duties, the Speaker plays a crucial role in maintaining the delicate balance of power, acting as a vital check on the executive branch, representing the House as a unified body, and personifying leadership within Congress. The Speaker’s function transcends mere importance; it is indispensable in upholding the public’s trust in the democratic system. Because of the prolonged vacancy in the Speaker’s position, there is consequence, among them being: Legislative Gridlock: The absence of a Speaker can paralyze the House, hindering its capacity to enact vital legislation and causing governmental gridlock, thereby impeding its responsiveness to pressing national issues. Impaired Checks and Balances: The Speaker’s presence is integral to maintaining the delicate power equilibrium between the legislative and executive branches. An absence weakens these checks and balances, risking an overreach of influence by the executive branch in legislative matters. Delayed Response to Crises: During crises, such as the current Middle East crisis, the Speaker guides the legislative response. Their absence can impede swift and effective government reactions when timely legislative action is imperative. Erosion in Public Confidence: According to Pew Research, ‘Public trust in the federal government, which has been low for decades, has returned to near-record lows following a modest uptick in 2020 and 2021. Currently, fewer than two in ten Americans say they trust the government in Washington to do what is right “just about always” (1%) or “most of the time” (15%). This is among the lowest trust measures in nearly seven decades of polling. Last year, 20% said they trusted the government just about always or most of the time. (https://www.pewresearch.org/politics/2023/09/19/public-trust-in-government-1958-2023/) Because Fallston Group focuses on building, strengthening, and defending reputations, let’s take a deeper dive into the erosion of public confidence and negative outflows of the Speaker vacancy: Perception of Dysfunction: The vacancy of the Speaker’s position creates a perception of government dysfunction, eroding public trust in the efficacy of the political system, thereby undermining the public’s faith in its capability to function effectively. Political Polarization: Exacerbated political polarization further entrenches the perception that partisan interests supersede national concerns, thereby deepening divisions within the government. Inaction on Key Issues: The inability to prioritize and advance pivotal national matters, such as healthcare, immigration, or climate change, in the Speaker’s absence frustrates the public and creates a sense of neglect. Public Distrust in Leadership: The Speaker embodies leadership within Congress, and the lack of their presence raises questions about the competence and leadership of elected officials. Consequently, cynicism and distrust in those in power intensify. Continuity is important at every level of leadership. Voter Apathy: Governmental dysfunction resulting from the Speaker’s absence discourages civic engagement and voter participation, potentially leading to a decrease in voter turnout and civic involvement, as the public becomes disillusioned with the political process. Voters must be heard, and apathy causes a slow, steady breakdown in our system. Regardless of political party, the Speaker of the House is more than a figurehead; their presence is integral to the proper functioning of our government and the preservation of public trust in the democratic system. The potential consequences of an unoccupied Speaker’s chair extend far beyond mere governance – they encompass the very pillars of our nation’s democratic foundation. Fill the post.
Southwest Airlines Fails to Close Vital Communications Gap
Southwest Airlines is in trouble, under federal investigation and the lead story on most traditional mainstream media news outlets. The real long-term crisis Southwest Airlines faces has nothing to do with the cold front that disrupted flights, caused computer glitches, or created staffing issues. Instead, the real crisis is the failure of leadership to communicate quickly and effectively to all of the micro communities that depended on Southwest Airlines, including all of its stranded and inconvenienced customers.. If Southwest had issued regular updates and explanations for the service disruptions, travelers could have planned accordingly. Instead, families are still stranded in airports without any plan of action – an issue which is costing them unnecessary amounts of time and money! Customers who have had flights canceled have been waiting online (or on hold) for hours to speak with or interact with a ticket agent who, in many cases, cannot provide alternative transportation and logistics courier for days, if not weeks. Additionally, customers say they have waited hours on phone calls to the 800-line only to find the next available flights aren’t until after the New Year. Let’s look at the Southwest Airlines communication timeline: The Southwest website issued this statement with no updates since the initial post: “Due to adverse weather events and their resulting effects, we are currently experiencing operational disruptions and are working diligently and safely to restore normal flight schedules as quickly as possible.” It is one very long sentence (30 words) with no direction given to travelers left stranded. On FACEBOOK: only one post (at 11:09 am EST Monday), with no updates: “We continue to experience high call and social inquiry volumes. Please check your flight status and explore self-service options”. (Southwest Airlines | Book Flights, Make Reservations & Plan a Trip). The FACEBOOK post has had 8.1K comments ranging from disappointment to outrage. On Twitter, the same message has been posted with no additional updates. If Southwest Airlines were issuing updates every hour, with information specific to each airport, travelers may still be grumpy but would be more understanding. Instead, travelers are left in the dark. Without the proper knowledge of how to proceed, frustration and anger escalate. The company’s mission statement is “to connect people to what’s important in their lives through friendly, reliable, and low-cost air travel.” The lack of reliability may hurt the company, but the lack of communication may prove most harmful to Southwest Airlines’ reputation in the long run. Remember, crises cost organizations time, money, customers and careers – Southwest Airlines has traveled nonstop down this trajectory of failure. Southwest Airlines executives must open the lines of communication quickly to offer empathy and explanations. Their actions will decide where the airlines’ image lands in 2023. Remember the general basics of the Resilient Moment Communications Model: What happened? What caused it? What are the short and long-term effects? What’s being done now? What’s being done, or what do we need to do, in the future? If Southwest Airlines quickly embraces this communications model, perhaps they can at least begin to build the trust they’ve already withdrawn from their reputational piggy bank!
The Power of Crisis Leadership: Protect Your Reputational Piggy Bank – Your Most Important Account
The critical importance and value of crisis leadership has perhaps never been more apparent than it has been during the past few years, as companies across the globe have felt the weight and impact of one societal crisis after another. Each and every time a leader delivers a message – be it a board meeting, media interview, keynote, community meeting, or social platform, their reputational piggy bank sees a light deposit or heavy withdraw. Thinking strategically about what the right message is and how it will resonate with many micro, diverse communities will help assure both your reputational and cash balance pays dividends over time. I’ve learned from so many incredible leaders who communicate spectacularly under duress. It is an art, not a science. The best communicators I know are obsessive about every syllable they utter, piece of clothing they wear, and message point they deliver. They’ve learned how to steer clear of organizational jargon, are detail-oriented and compassionately deliver messages in a conversational manner that quickly and emotionally connects with those who consume their words. They are analytical, well-timed and process loads of information, almost instantaneously. And they are never too high or too low – they have a steady hand under pressure no matter the gravity of the situation or tightness of deadline. They understand the big picture – it’s what they do best – see the whole room and move people to proper perspective, balance and action. Mishandled, crises will cost you time, money, stakeholder confidence, careers, and in the worst of scenarios, freedom and lives. Make no mistake about it, the decisions you make today will be judged by many for years to come. In my view, you don’t spin your way through crisis, you lead your way through. It’s not about shallow window dressing, it’s about long-term sustainable change. Real leaders emerge when the chips are down, and the stakes are at their highest. Let’s face it, anyone can lead when the sun is shining, profits are high and company culture is beaming. After decades of helping people during life’s most critical times, I’ve come to realize that crisis is not to be feared. In fact, crisis is a growth strategy. That’s right, a growth strategy, as counterintuitive as that may sound! Remember this…reputation leads to trust, and trust leads to valuation. YOUR reputation leads to trust and trust leads to valuation…and, not all currency is financial. I’ve had the privilege to critically advise leaders in large health care, academia, financial, legal, hospitality, and insurance organizations, along with many other public, private, government and nonprofit entities who are fighting for their futures. The key is to understand each organization’s navigational fix, where’d they like to be then chart the path forward using a deep well of instinct and experience. Make no mistake, crisis leadership is an art, not a science where every nuance counts, and a predictive mindset is a nonnegotiable asset. To illustrate, I’ve worked with those in the health care space on a myriad of issues, including accusations of patient dumping, mismanagement, sexual harassment accusations and medical malpractice claims, to name a few. There is no shortage of issues to contend with in this industry, and many are insured by captive insurance companies. Generally, those filing claim will lay their case out with an aggressive demand for settlement. Layered into the claim is often the subtly veiled or overt threat of “going public” if the demands are not met. At that point, the health care client, and their legal/risk teams, have a decision to make – do we settle and avoid the court of public opinion or risk reputational damage for the sake (1) saving dollars and/or (2) doing what’s right. This is a tricky balance as the court of public opinion weighs heavily in favor of the plaintiff as their legal team is often first to market, putting the health care organization on defense. Many types of entities evaluate this type of risk while the vice tightens. To manage this dynamic, the forward-thinking legal teams I’ve worked with quickly engage to conduct an analysis of this treacherous traditional and digital landscape – the who, what, where, when, why and how of storytelling – in other words, how will the story land on varying media platforms to the varying micro-audiences who care, and what impact will the news have. Concurrently, there is a ton of due diligence to ensure all of the facts are known; spokespersons are identified and trained; ambassadors, detractors and influencers are accounted for; media market is sized-up and executive alignment is in tow, to name a few dynamics. This is literally a real-time chess game whereby filings or press conferences can occur at any moment. A few critical tips to ensure your reputational piggy bank continues to overflow: Never erode your integrity. Misinformation breeds distrust. There can be an immense pressure to “make your organization look good.” Many want you to press your nose up against the ethical window of truth and transparency. Do not cave into others who would like you to lie, distort the truth or leave vital facts behind which alter messaging and perception—this is tantamount to a lie. Once lost, you will never fully restore your integrity. Be relevant. As the art of traditional and digital press relations evolves within a changing worldwide media landscape, I hear about more and more leaders not returning reporter calls, delaying the release of information and simply refusing to feed the “media monster.” If you choose to stick your head in the sand and not respond, you quickly make yourself irrelevant and ineffective. Remember my 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.” Know the facts. A common mistake of many who speak publicly revolves around not fully preparing and gaining a sound understanding of the facts before articulating their position. Too many times I have seen professionals jump out
Turning Adversity into Advantage, Hon!
A Fallston Group Case Study. Cafe Hon has been a popular fixture on the 36th Street main drag in Baltimore’s kitschy Hampden neighborhood since its 1992 opening. With a two-story tall pink flamingo perched over its doorway, the restaurant is a local landmark. Owner Denise Whiting sells “Hon” t-shirts and other merchandise and founded an annual HONfest that attracts attendees from all over the Baltimore metro area to celebrate the neighborhood’s wonderful quirks and creativity. At the advice of her legal counsel to protect her business interests in opening a Hon-themed giftshop, in late 2010 Whiting trademarked the word “Hon.” The term of endearment has long had a close association with working-class Charm City and was even popularized in the 1988 John Waters film Hairspray as referring to a certain type of 1960s Baltimore woman with a beehive and cat-eye glasses. Because of these things, Whiting experienced an immediate backlash as soon as news of her new trademark spread. The Crisis: People Hated That Whiting Owned “Hon” Although her trademark did not preclude people from using “hon” in conversation, Whiting rapidly drew bad press from the free, tabloid-sized City Paper to the Baltimore Sun. The local community began to slander her name and boycott her restaurant and the HONfest. Protestors gathered outside Cafe Hon to hold signs reading “HONicide: Life on 36th Street” and “You Can’t Trademark Our Culture, Hon.” One former patron took to popping his head into the restaurant during business hours to scream, “NO ONE OWNS ‘HON’!” Even her fellow merchants on “The Avenue” turned against her over her acquisition of “Hon” rights. Meanwhile, Whiting’s business was suffering, and she had to withdraw tens of thousands of dollars from her own retirement account to make payroll. The intense personal and emotional toll these events took on Whiting cannot be quantified. No question, Whiting was an amazingly strong successful woman who was now challenged like she had never been before. The Solutions: How Fallston Group Helped Whiting Restore Her Brand Tell Your Story. Our 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.” To regain the local community’s trust, having consistent and transparent messages were crucial. Fallston Group helped Whiting gain confidence while developing a core messaging and media plan. This focused on message points that Whiting could embrace as her own when talking with reporters, fellow business owners and customers. We encouraged and coached her so she would have confidence in telling her story to those who had an interest. Critically important were the varying audiences, messages, timing, platforms utilized and adaptations. Deal Head-on with Obstacles to Business as Usual. Fallston Group counseled Whiting about obtaining a peace order or filing criminal charges against anyone who was shouting into her restaurant, harassing her patrons, and threatening violence. Although people threatened to boycott the summer’s HONfest, we encouraged Whiting to continue her annual tradition. In our view, bulling and violence is not for free and those who believe they can victimize should be held accountable. Whiting proceeded with business as usual which was key to her success. It’s easy to be influenced by detractors, but that’s what they want you to do – quit. Whiting did not. Be Realistic. The crisis was personally hard on Whiting, enough to jeopardize running her business and leading her life. Fallston Group helped her see that success should be measured by her continued ability to do what she had always done – own a well-run restaurant. This meant bringing people from negative to neutral about her and Cafe Hon rather than making them advocates out of the gate. To take the first step, we accompanied her to many meetings, including merchant association meetings attended by other business owners, managers, and elected officials. Remember, this was a game of chess, not checkers – a long-term strategy where victory results in one small move after another. Know Which Battles to Fight. Although Whiting was solidly equipped legally about how trademarking “Hon”was something any sound business would do to protect its brand, in the end Whiting would win in the court of law but not in the court of public opinion. If you lose the latter, you don’t have a business. Again, Fallston Group routinely encouraged Whiting to look at the big picture. So, when she was contacted by celebrity chef Gordon Ramsay’s Kitchen Nightmares show, Whiting was eager to appear on national TV to tell people she was sorry and relinquish the term “Hon.” We felt this was the perfect opportunity to make a bold move and change the rules of engagement – move from defense to offense. The Result: Returning “Hon” Back to Baltimore After shooting her Kitchen Nightmares episode, Chef Ramsay joined Whiting for a press conference at the sparkling, new Cafe Hon, renovated with even bolder, leopard-print decor than before. During the press event, a relieved and hopeful-sounding Whiting returned “Hon”to the city – she also communicated this via a local radio station. Later that evening, Denise got a good night’s sleep – the first time in a year. Today, more than a decade later and despite the pandemic, Whiting is still dishing up her Hon’s hot crab dip. As you can imagine, we’re huge Denise Whiting fans – she showed true character, compassion, and discipline while in the belly of the beast.
8 Qualities All Crisis Leaders Share
When designating or hiring an employee to be your business’s crisis manager, there is a lot at stake. When selecting, consider one that shares these 8 characteristics.
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.
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.
Crisis Chat: Courage to Confront
