Crisis communications, especially for slowly unfolding crises, includes writing op-eds to influence various audiences. A company leader or outside expert (“third-party endorser”) may write an opinion piece to try to sway people to your point of view. So-called op-eds (opposite the editorial page) can be an effective tool. But writing them presents certain challenges. Here we supply some tips on doing that.
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Shouldn’t there be more than one definition, or at least, various categories of crises, given the list of many different negative events that could befall a company or other organization?
Perhaps, but another recurring theme throughout this book is simplicity: If you want to respond effectively during crisis situations, you must keep it simple.
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This week’s big story — the revelation of Donald Trump Jr.’s meeting with a Kremlin-connected lawyer — once again raises one of the most important issues in crisis communications: getting the response right from the beginning. Trump Jr. clearly didn’t do that, and his subsequent disclosure of his own emails about that meeting also raises questions about dealing with reporters who come seeking a comment during a crisis.
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Martin Shkreli’s “media strategy” during his fraud trial has been so extreme that it’s worth taking a closer look at it — to learn what not to do. In fact, on Wednesday, given his antics, the judge issued a partial gag order preventing him from speaking about the case in or around the courthouse, including to reporters, for fear of exposing jurors to his opinions. All he seems to have done is upset the judge. Not a good strategy.
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How your organization responds to a crisis can depend in many situations on how much you are at fault. When the crisis is a hoax, you and your company aren’t to blame, but skillful communications are still required. In crisis communications, a false alarm isn’t really false — it’s still an alarm and you still have to respond to it. Here are some thoughts on communicating about hoaxes or other false-information situations.
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No company or organization is immune from crisis. Regardless of size or industry, whether for-profit or nonprofit, any organization that faces the public and has an interest in the way it is perceived must be prepared for the crisis events with the potential to negatively impact the reputation of the organization, and, as a result, markets, profits, or other business or organizational goals.
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