All posts by James Donnelly

"Three Tough Q's" Interview Series

Three Tough Q’s: Drew Levinson

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This blog was only six months old when I was contacted by Drew Levinson, who asked if I would help him learn more about the profession of crisis management.  Drew was certainly no stranger to crises.  As a broadcast correspondent for CBS News, Drew covered terrorist attacks in New York City, Hurricane Katrina, the crash of the Concorde, the Columbine tragedy, and the U.S. Airways “Miracle on the Hudson.”  Drew wanted to take that experience “over the fence” to become a crisis communications consultant.  We made a gentlemen’s agreement to continue talking.  A short time later, we’ve partnered on a few crisis-focused media coaching assignments. 

Drew’s a terrific guy with an insatiable inquisitive spirit – great qualities for journalists and crisis managers alike.   I decided it was time to turn the tables on Drew – to put the microphone and spotlight on him by asking these Three Tough Q’s:

 

Q1:  Based on your experiences and opinion, how common is “thesis journalism,” where more than 50% of a story is written before a company spokesperson is interviewed about a crisis situation?

It’s extremely common.  Most crisis situations are sudden and ongoing breaking news stories.  Therefore the correspondent’s job is to get information to the public as quickly as possible.  That means getting visuals and getting someone to talk.

Continue reading Three Tough Q’s: Drew Levinson →

opinion and insights

Toyota recall aftermath: many protagonists fail inspection

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Last August, I wrote a blog post that compared the Toyota recall frenzy of 2010 to the Audi 5000 frenzy of 1986.  At that time, there were reports that investigators were having trouble finding any “sudden acceleration” problems tied to the Toyota electronics.

Four months later, I followed up with a post that covered the sensational media reporting of ABC News’ Brian Ross.  The February broadcast — in the thick of the media frenzy — featured dramatic footage of driver tests that pointed to software/electronic problems with Toyota vehicles.  The report leaned heavily on findings of a professor of automotive technology, whose work was commissioned by a paid advocate for trial lawyers (not disclosed in the original ABC News broadcast).  Tsk, tsk.

Earlier this week, federal investigators confirmed that there is no evidence of electronic failures that led to Toyota sudden acceleration incidents.  Thus, the circle is complete – the Toyota 2010 situation is the doppelganger of the Audi 1986 situation.  Both situations point to “pedal misapplication” as a likely cause in most of the reported accidents.  Both situations end with calls to move the brake and accelerator pedals a little further apart to avoid such confusion.

Summarizing this situation now is difficult, but this is a good callout from Jeffrey Liker’s post on Harvard Business Review blog:

So who won in this debacle? Journalists who wrote speculative and poorly researched sensational articles got a lot of internet hits. NHTSA got a lot of attention, a larger budget, and a reputation for toughness. It remains to be seen whether the lawyers suing Toyota will get anything. American drivers got a paranoid auto industry that will recall vehicles at the drop of a hat. There will be some positive safety policies relating to how runaway cars are shut off in an emergency, and we all may get “black boxes” that record our recent driving actions. And Toyota got a crisis that drove it to reflect intensively and to make dramatic changes to improve its responsiveness to customer concerns, so likely will emerge stronger — but lost billions of dollars of value in the process.

Other implications?     Continue reading Toyota recall aftermath: many protagonists fail inspection →

opinion and insights, planning and prevention

Inoculate the sponsorship of your socially-networked star

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Starlight, star…bright?

Many contemporary superstars – celebrities, artists, athletes, etc. – are embracing social networking to enjoy direct, authentic dialogue with the public.  Today’s icons let thoughts flow through their fingertips, without the primping and protection of publicists or PR handlers.  This is a good idea for the thoughtful, who share information that is complimentary to their image.  However, this is a detrimental idea for those who expose a naiveté, bias or thoughts inconsistent with their image. 

For professionals who manage sponsorships with these stars, social networking creates accelerated risks.  From an issues and crisis perspective, I’ve long recommended “inoculation actions” for sponsorships.  Here are those actions,  applied to a sponsored star who is active on social networks:    

  • Reconnaissance.  When organizations enter sponsorship agreements, they typically take great pains to find iconic figures that embody its values.  The rise of social networking helps potential sponsors know more about these stars than ever before, before inking a deal.  When stars are already active social networkers, they provide great indicators on the benefits/risk of a sponsor’s investment, rather than relying on an agent’s good word.  If the star is not online networking, there’s still a steady “digi-logue river” that can be tapped, through hashtag or fan-page post searches.  Continue reading Inoculate the sponsorship of your socially-networked star →
planning and prevention

8 bullseye tips on social media from the U.S. Army

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Earlier this month, the U.S. Army Social Media Handbook was released to the public.  It is a solid guide of practical tips for anyone engaging in digitally networked dialogue, whether for personal or professional use.

Many of the tips promote networking caution in the interest of saving lives on the battlefield (and at home) and also to save individual and troop reputation.  From a crisis management standpoint, I thought these eight tips were standouts:

1.  “All leaders must communicate social media expectations…” (p. 4)

So many organizations provide protocols that define out-of-bounds online behavior for social networking.  It’s probably equally beneficial to illustrate the expected behavior.  This approach provides the most clarity if the organization is pressed to take corrective actions.

2.  Warnings on geotagging and location-based social networking (p. 5)

These warnings may be obvious to protect troop locations.  Perhaps it is less obvious to consider how this seemingly innocent location-disclosure can harm personal privacy or sensitive corporate information.  As one example, keep in mind that hackers love to collect information – including where you’ve been and when – before they infiltrate.

3.  Online relationships – keep it professional (p. 6)

Following this very obvious guideline can keep many corporate executives out of HR trouble, or out of the courtrooms. 

Army Social Media Handbook 2011
opinion and insights

2011 crisis management trends

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Public Relations Tactics, a monthly publication of PRSA, interviewed me and other PR veterans to solicit 2011 trends.

For those that don’t subscribe, here were my three published prognostications:

  • The “forced transparency” birthed by WikiLeaks (and likely to be copied by many others) will cause crisis management challenges for businesses everywhere.
  • Social networking crisis planning will evolve from “separate addendum pages” to more fully integrated with every aspect of crisis management.
  • The importance of the crisis plan was finally understood last decade; I hope the importance of experienced crisis leaders and teams must be as widely understood in the next.

As an added bonus to my blog followers, here’s one 2011 trend that PRSA did not print:

  • I think Shonda Rhimes’ new TV show (about “crisis PR”) will finally set the record straight on the real world of crisis management:  spinning celebrity stories over a cellphone during wanton make-out sessions in a booth of an expensive restaurant!  YEAH!

 

Were there any trends I may have missed?  Use the comments section below, please.

Jan. 25 update:  Ketchum President Rob Flaherty provides his thoughts on “The Changing Crisis Management Landscape” through this podcast done for American Airlines’ audio series called “The Executive Report.”