Download What Were They Thinking?: Crisis Communication -- the Good, by Steve Adubato PDF

By Steve Adubato

A few agencies spend hundreds of thousands of bucks on so-called 'crisis verbal exchange plans.' Others supply lip provider, averting the topic just like the plague. they just wish for the simplest, praying that they by no means face a problem. both approach, as Steve Adubato says, 'Wishful considering is not any alternative for a strategic plan.' Nationally famous verbal exchange trainer and four-time Emmy Award profitable broadcaster Steve Adubato has been instructing, writing, and puzzling over communique, management, and concern communique for almost 20 years. In What have been They considering? Adubato examines twenty-two arguable and intricate public relatives and media mishaps, lots of which have been performed out in public. Adubato discusses the Johnson & Johnson Tylenol scare, the Don Imus controversey, former legal professional basic Alberto Gonzales, former EPA Administrator Christie Whitman, invoice O'Reilly, the typhoon Katrina challenge and the Catholic Church's pedophilia scandal.Arranged in brief chapters detailing each one case separately, the e-book offers a short heritage of the subjects and solutions the questions: Who received it correct? Who obtained it fallacious? What can the remainder of us study from them?

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Extra info for What Were They Thinking?: Crisis Communication -- the Good, the Bad, and the Totally Clueless

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Add to the mix the fact that dozens of media organizations and crews were camped out very close to the mine and you’ve got a potential communication powder keg. In the Sago case, misinformation was communicated live to millions of households across the country by 24/7 cable news organizations like CNN, the FOX News Channel, and MSNBC. Add to that the Internet stories and blogs that broke as soon as the “they’re alive” rumor started, and you’ve got millions of media consumers convinced that a “miracle” had taken place in the mine.

The Lesson. You can often minimize inevitable public relations fallout when faced with a sudden and unexpected disaster by planning for an honest, well-timed, and empathetic response from the top player in the company. Nearly two decades after it happened, the response by Exxon executives to the Valdez oil spill disaster remains a prime example for how not to handle a crisis. It was March 24, 1989, when the nearly 1,000-foot oil tanker was moving through Prince William Sound in Alaska headed for California.

Again, he apologized profusely. But apologies aren’t enough in a crisis. You must have a clear communication plan and a timely, concise, and coherent message. You need to understand the many pressures of communicating to family members, concerned citizens, as well as a news media hanging on your every word. None of these things are likely to occur just in the midst of a crisis. By then, it’s often too late. Today’s Technology Changes Everything Technology is a powerful factor in the crisis communication equation today.

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