Category Archives: “Three Tough Q’s” Interview Series

"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 →

"Three Tough Q's" Interview Series

Three Tough Q’s: Hilka Klinkenberg

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Perhaps you’ve heard that the Chevy Nova once lacked sales in Latin America companies because the automobile’s name translates to “doesn’t go” in Spanish?  Although that story isn’t really true – it’s an iconic example of the perils of remaining ignorant of cultural sensitivities when doing business across borders. 

When companies face more serious cross-border crises, there’s usually a lot more than lost sales on the line.  Thus, I remain amazed at how many multinational businesses do not incorporate “cultural risk management” into their ongoing issues and crisis management programs. 

Understanding and addressing cultural risk is the realm of Hilka Klinkenberg, who is one of the senior members of the Global Coaching & Consulting Group.   

 Hilka and I connected back in 1994 when we explored whether she can lead a workshop at one of the Ketchum global director meetings.  Over the years, we’ve shared thoughts on client crisis situations that involve many a cultural faux pas.  We recently re-connected and Hilka has graciously agreed to address these Three Tough Q’s:

 

Q1:  Do multinational organizations need to “press their hands against the hot stove” before taking cultural risk management seriously?

No.  However, that seems to be the preferred modus operandi.  Cultural risk avoidance should be incorporated into the enterprise risk management of any large or small organization doing business outside its national boundaries.

Cultural risk arises when individuals or organizations are unaware of the basic values intrinsic in other cultures.  Consequences range from mild insults that can affect the tenor of a relationship – to possible imprisonment and huge financial losses.  Cultural crises can affect a global company’s product development and production, legal and political issues, human resources and relocation, marketing and advertising.  And, in today’s virtual world, any flashpoint can go viral in an instant. Continue reading Three Tough Q’s: Hilka Klinkenberg →

"Three Tough Q's" Interview Series

Three Tough Q’s: Mallen Baker

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If you’re in the business of reputation management and/or corporate social responsibility (CSR), you need to be familiar with the musings of Mallen Baker.  Mallen is the founding director of a UK-based website on CSR, Business Respect.  Last month, Mallen was named a contributing editor of Ethical Corporation, a global business intelligence organization.  His bio paints the complete picture, but I really encourage you to follow his blog.  I find his voice to be one of the most persuasive and balanced on CSR and reputation matters.

That is certainly the case below, as Mallen addresses some of the intersections between CSR and crisis management through these Three Tough Q’s:

 

Q1:  In your experience, how often do CSR experts team up with crisis management professionals to assess and address threats, before they become crises?
      
This happens a lot less than it should.  Part of the reason is that we are only gradually improving the understanding of what CSR should be about – that it can play this role of avoiding a crisis.  For too many businesses it remains a low-level function that is about issues seen as peripheral to the business, rather than central to it.

It is changing.  I see more companies appointing internal senior people to CSR or sustainability posts. These companies have understood that they need people with weight and seniority who understand the business extremely well.  Companies that seek to bring outside CSR experts or environmental scientists into their posts are more prone to sidelining those people as specialists.

The most effective CSR teams aim to influence across the business.  They are still in the minority, and many teams are too focused on what goes in the CSR report to make real headway in this regard.

Continue reading Three Tough Q’s: Mallen Baker →

"Three Tough Q's" Interview Series

Three Tough Q’s: Ed Eaton

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I’ve had the pleasure of not working with Ed Eaton on two occasions. 

Allow me to explain.

Ed is an MBCI – a member of The Business Continuity Institute – and Principal of related firm Warner Gudlaugsson LLC.  (Ask him about the firm’s name if you get the chance – it’s a good backstory.)

Twice now, Ed and I were supposed to combine talents on assignments for two different organizations.  The first project lost its funding.  The second got postponed.  You can’t win ‘em all.

Fortunately, Ed and I kept in touch and I’ve really appreciated his perspectives.  We’re looking to join forces officially on an assignment soon.  When we do it’ll be like a Dynamic Duo of business continuity and crisis/reputation management.  Pow!  Biff!

Until that super moment materializes, Ed graciously agreed to participate here to answer Three Tough Q’s:

 

Q1:  Do impediments exist between integrated business continuity management and reputation management?

Continue reading Three Tough Q’s: Ed Eaton →

"Three Tough Q's" Interview Series

Three Tough Q’s: Judy Hoffman

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When I first formed the mission of this blog, I knew it would be an interesting experiment.  Crisis management experts and communications coaches are a spirited bunch.  Encouraging dialogue and debate on these topics should lead to interesting, educational places.  That’s the goal for all ye who browse here. 

What I didn’t count on, however, was how interesting the networking has become in such a short time.  Take Judy Hoffman, for example, founder of JCH Enterprises.  The blog was a few posts old when Judy reached out, sent warm complements and also offered me a copy of her book, Keeping Cool on the Hot Seat.  It’s a solid read of the foundations of dealing with (mostly local) media in times of crisis.  Check it out, if you get the chance.

We’ve traded emails and my fellow North Carolina neighbor graciously accepted the offer to answer Three Tough Q’s:

Continue reading Three Tough Q’s: Judy Hoffman →