When the world relies on you, how do you manage crises and continuity of care?
By Leah Fertig From birth to our final day, there may never come a time we aren’t dependent on a compassionate healthcare provider. Like the fragility of our lives, healthcare institutions are challenged with many risks that may take their focus off of critical patient care. This is unacceptable, mainly if you or your loved one is reliant on critical attention during the distraction. According to The Joint Commission, the top reported sentinel event of 2017 was unintended retention of a foreign object (URFOs), with a total of 116 cases reported. In April 2017, a California woman had abdominal surgery that resulted in an emergency return approximately two weeks later after experiencing extreme pain. During the emergency visit, doctors found the 8-inch surgical forceps inside her abdomen from the previous surgical procedure, and her small intestine looped through the surgical forceps handle. The woman had to have 18 inches of her small intestine removed. While stunning to most people, not entirely new news to those who work in the healthcare profession. As a result, a lawsuit requesting medical and incidental expenses, loss of past and future earnings, and more claims were filed by the patient. It’s not just the isolated, event-specific financial impact that’s concerning, the long-term reputation of the institution and the healthcare providers are at stake. Not only are lawsuits public record, but named parties may also eventually reach the court of public opinion where judgment is rendered on a moment’s notice. Crisis isn’t a matter of “if,” but “when.” There are thousands of law firms that focus exclusively on medical malpractice because it is considered a preventable mistake, which can ultimately lead to a wrongful death suit. While tragic on many levels, the posture of the healthcare institution and its legal counsels will impact reputation. The stakes are high as the decisions leaders make today will be judged by many for years to come. To learn more about how healthcare organizations can reduce their points of exposure and effectively lead during life’s most critical times, email info@fallstongroup.com and one of our experts will connect with you. Remember, 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!
Crisis Strikes: Who to Call
FACT VS FICTION: Are you at risk?
Leah Fertig Joins Fallston Group as Executive Assistant
Fallston Group, the Baltimore-based, global reputation agency, is pleased to announce Leah Fertig has joined its team as executive assistant. Fertig brings more than 13 years of combined customer service, administrative and office management experience to Fallston Group’s headquarters in Canton. In her new role, Fertig provides support across the organization’s three core business verticals of crisis and issue leadership, strategic marketing and public relations and safety and security. Her goal is to ensure all clients receive the “Ritz Carlton” experience. “Leah is a highly motivated, results-oriented professional. In our line of work, both companies and individuals heavily rely on us to be a trustworthy, compassionate resource, and Leah plays an important role in solidifying our many important relationships,” says Fallston Group Chief Executive, Rob Weinhold. Prior to joining Fallston Group, Fertig worked in the medical field and auto industry, where she became adept at managing in a high volume, fast-paced environment. She always remained focused on over-delivering for customers while implementing processes to ensure service was top notch. Fertig’s drive to find opportunities to assist others led her to becoming a volunteer for the Loch Raven VA Community Living & Rehabilitation Center in Baltimore, MD. Fertig is also a strong supporter in our country’s military and believes we all have a role in supporting our troops. Born and raised in Maryland, Fertig is passionate about her community and developing meaningful relationships. At Fallston Group, this passion translates into supporting the business’ three verticals and developing high-performing, win-win business relationships across the country. For additional information about Fertig or Fallston Group’s services, contact Marketing Communications Manager Andrea Lynn at 410.420.2001 or by email at andrea.lynn@fallstongroup.com.
Crisis is a Growth Strategy!
Our team has been referred to as crisis leadership experts, operators and chief reputation officers. Nearly all the companies we’ve worked with want the same thing: for us to help them maintain control and weather the storm. That’s their definition of winning: to survive the crisis. But after decades helping people during life’s most critical times, we’ve come to realize that the real win is growth. Yes, we are saying what you think we’re saying: Crisis can be a growth strategy. We get it. You want to save your team, your partners, your shareholders… your brand. Even your vendors are depending on you to steer them out of the storm. You may have support, but really, it’s just you at the helm. You want to get to dry land as soon as possible. The last thing on your mind is how to grow your company. We want you to think differently. To get you out of the flight or fight mindset. Many in the marketplace confuse crisis management with surviving the next news cycle or spinning the current issue so that it looks good. I differ, you don’t spin your way through crisis, you lead your way through it. Crisis management is about leadership, strategy AND communications. Because, the decisions you make today will be judged by many for years to come. Crisis must be planned for, predicted and used as a springboard for growth. And if managed correctly, your organization will be bigger, faster, stronger than it was before that defining moment. Instead of merely surviving a crisis, your company could… Enhance operational efficiency. Become more profitable. Increase marketplace value. And, cement your long-term leadership legacy. Now that’s winning. For more information on how to build, strengthen or defend your reputation, contact Fallston Group today. Remember, the decisions you make today will be judged by many for years to come!
Lead Through Crisis; Don’t Spin!
Six Simple Steps to Begin Your Marketing Strategy
By Andrea Lynn, Marketing Communications Manager For many, the concept of creating a marketing automation strategy can be mighty intimidating! We all vaguely know we need one…hopefully someone is posting on social media and placing some ads, right? Effective marketing goes far beyond piecemeal efforts; to fully activate your channels, it takes true engagement, oversight and strategic thinking. Where to begin? By following these six simple steps, you’ll be well on your way to developing and implementing a true marketing strategy: Create measurable goals. What are your business goals? Be SMART. A S.M.A.R.T. goal is defined as one that is specific, measurable, achievable, results-focused, and time- bound. Keep your business goals simply written and clearly defined. Accountability is key! Assess your audience. Who is your business trying to reach and what is the call to action? Your message points should be tailored to each market and tied back to your business goals. Check out the competition. What are your competitors doing to achieve similar results? Pay attention to the marketing platforms they use – are they active on social media? If so, what channels? Are they in the news? Is their message consistent across social media, PR and their website? Create core messaging for your brand. When crafting your message, keep it short and easy to understand. Personalize it. It is important to connect with your industry’s audience. Remember, the most important message is the message received! Make your message worth sharing. Nowadays, the “human interest” factor is more important than ever, particularly in the news and within relation to social media algorithms. Why should your audience pay attention to YOUR message? Bring value and tell your story with relevancy. Not a sales pitch! Pick your platform. With ever-evolving technology, it is impossible for most companies to have a presence everywhere. Focus on the platforms that will help you influence your audience. For example, if you’re targeting C-suite professionals, LinkedIn will be a valuable marketing tool. However, if you’re looking to reach the media, you should use Twitter and email, and consider creating a press release…but, that’s another blog! I hope these steps begin to shape your thinking about laying the foundation for your company’s marketing strategy. If you need help, please feel free to contact me at andrea.lynn@fallstongroup.com or 410.420.2001. You can learn more about Fallston Group’s strategic marketing & PR services by clicking here.
Top Tips to Improve Company Safety & Security
By Frank Barile, Safety & Security Director of Fallston Group Being a leader in today’s business world is not easy. There are many things you need to worry about outside of business growth and profitability; safety and security is one of them. The first order of business leadership is to provide a safe place to work, both physically and emotionally. What are three simple things you can do to actually make your employees safer? We recommend you adhere to the acronym, SCAR. What does it mean? Quite simply, SCAR stands for: See the world around you — in today’s world we are distracted, and when we are distracted we are much more vulnerable. Pay attention to your surroundings at all times as your environment provides many clues about your level of safety. Control Access — as a business owner, you must be aware of who’s coming in and out of your building. Make sure your doors are secured, and all access points are tightly controlled. Restrict access — locking your interior doors and cabinets is an easy way to ensure not everyone has access to private areas within your business. Making sure your employees are properly credentialed, and that those credentials are displayed at all times, will help ensure violators can be easily identified. By following these three easy tips, you’ve already improved your company’s security! Want to take business safety and security to the next level? Schedule a conversation with our team by calling 410-420-2001, emailing info@fallstongroup.com or learn more about our services here.
One Crisis Espresso, Please!
by Rob Weinhold, Chief Executive of Fallston Group Social media attack, bad press, investigation, litigation, data breach, sex scandal, economic downturn, discrimination, mismanagement and, tragically occurring with greater frequency, active shooter situations…the list goes on and on. Life comes at you fast, and there’s one irrefutable certainty: the issue isn’t “if,” but “when” crisis will come knocking on your door. Crisis came pounding on Starbucks’ door recently, with sonic, viral velocity. When two black men were arrested in a Philadelphia Starbucks, chief executive officer Kevin Johnson didn’t pass the buck or glide over the incident as an unfortunate misstep. He promptly said, “I own it. This is a management issue, and I am accountable.” He went on to call the arrests “reprehensible.” But what does being accountable mean? After observing hundreds of organizations in crisis over the years, many opt to provide lip service and simply make it through the next day’s news cycle until some other company assumes the daily crisis crown. In fact, many leaders say and do nothing…a spiraling disaster. Note 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!” Johnson is choosing to tell the organization’s story, and often. Starbucks has given a strong response since the start of their crisis. Leadership is visible, on message, on many media platforms and passionate – their primary and secondary spokespeople are believable and appear staunchly committed to long-term change. Both Johnson and founder and chief executive, Howard Schultz, are withdrawing huge sums from their reputational piggy bank. By the way, Starbucks is a $22 billion company and so far, stocks have remained steady. This is a function of true leadership and aligned marketplace confidence. I firmly believe reputation equals trust, trust equals valuation. Starbucks’ leadership announced the closure of all 8,000 company-owned stores in the U.S. on May 29 to train 175,000 employees about racial bias. The best decision was engaging training guidance from former Attorney General Eric Holder and a key member of the NAACP. Even though Starbucks already has a very capable, diverse board, leveraging its outside network is a critical, effective strategy – inclusion enhances credibility. However, training is just the first step. The initial training should be followed by routine assessment, policy development, rigorous ongoing training and modeled behavior. All these elements must be coupled with inclusionary leadership development and decision-making. It’s about long-term organizational change. Crises cost time, money, customers and ultimately, your career. After decades helping people during life’s most critical times, I’ve come to realize that crisis is not to be feared. In fact, crisis can be a growth strategy. And growth doesn’t always show up in a stock price…in this case, this incident will be the springboard for a more equitable corporate setting and inclusionary customer experience. Once stabilized, crisis should not be relegated to the rear-view mirror with an exhale of relief. It is an opportunity to continue to climb the chairlift; this is where real substantive change is created. Remember: reputation equals trust, and trust equals valuation. When you understand this key component of leadership, crisis is no longer just something to “get through.” It is a unique opportunity for you to guide your company to a more brilliant and prosperous future. Everyone will be watching, Starbucks…so far, you are doing the right thing. But, don’t fall off the chairlift! To learn more about crisis & issue leadership offerings at Fallston Group, click here or contact us at 410-420-2001.
Patrick Seidl Joins Fallston Group as Strategic Communications Coordinator
Fallston Group, the Baltimore-based, global reputation agency, is pleased to announce Patrick Seidl has joined its team as strategic communications coordinator. Seidl brings five years of marketing, communications and fundraising experience as well as a background in planning and executing large-scale events. In his new role, Seidl will support Marketing Communications Manager, Andrea Lynn, in the company’s marketing and public relations work for clients nationwide. “Patrick was impressive from the moment our team first interacted; I’m very happy he chose Fallston Group. His passion for people and sense of mission will carry through in his new position. We are looking forward to integrating Patrick into the daily work flow and utilizing his unique skill-set to over-deliver on client goals. He will make an immediate and valuable difference,” says Fallston Group Chief Executive, Rob Weinhold. Prior to joining Fallston Group, Patrick was communications and development coordinator for the Maryland Court Appointed Special Advocates (CASA) Association, a statewide nonprofit that trains community volunteers to advocate for victims of child abuse and neglect. While there, Seidl was responsible for all the organization’s internal and external communications activities and provided marketing and public relations support to 15 local CASA programs serving children throughout the state. Previously, Seidl interned at the Boys & Girls Clubs of Metropolitan Baltimore’s executive office in Baltimore. An Anne Arundel County native, Seidl holds an undergraduate degree in family & human services from Towson University with a concentration in nonprofit management and a minor in business administration. He is a member of the Baltimore Public Relations Council and currently resides in Mount Vernon, Baltimore. For additional information about Seidl or Fallston Group’s services, contact Marketing Communications Manager Andrea Lynn at 410.420.2001 or by email at andrea.lynn@fallstongroup.com.
