Everbridge Webinar - Reputation Repair

  • 1,700 views
Uploaded on

You’ve managed to survive the crisis, but your image is tarnished. Will your post-crisis actions restore trust and confidence … or cause further damage to your organization’s reputation? …

You’ve managed to survive the crisis, but your image is tarnished. Will your post-crisis actions restore trust and confidence … or cause further damage to your organization’s reputation?

From Enron’s auspicious failure to Japan's recent nuclear mishap to government officials’ misuse of social media, message strategies are the proven polish for tarnished reputations.

Join crisis communications expert Dr. Robert Chandler as he discusses what to communicate after the crisis is over to help salvage your reputation.

More in: Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
1,700
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
17
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Reputation Repair:How to Restore Your Image After a CrisisRobert C. Chandler, Ph.D.Director, Nicholson School of Communication
  • 2. About Everbridge• Leader in incident notification systems• Fast-growing global company with more than 1,500 clients in more than 100 countries• Serve the Global 2000, healthcare systems, state and local government, federal government, military, financial services firms, and universities• 100% focused on incident notification solutions that merge technology and expertise 2
  • 3. AgendaPart 1: Presentation• How to transform crisis into confidence• Comparing different communication strategies• What types of messages help you get back into the good graces of your constituentsPart 2: Q&A 3
  • 4. Q&A Note: slides are currently available to everyone on blog.everbridge.com Use the Q&A function to submit your questions. 4
  • 5. Reputation Repair: How to Restore Your ImageBracingAfterthe 2010 for a CrisisHurricane Season Dr. Robert Chandler University of Central Florida
  • 6. What is your reputation really worth?• A valuable brand or solid reputation which took decades to fortify can be at risk in a matter of hours.• Your reputation is valuable.• Your reputation is vulnerable.• Reputation is not an attribute of an organization; it exists in the perceptions of constituents.
  • 7. Crisis after crisis in the media…• Companies can be faulted or blamed for various crises and disasters.• In some cases, this threat to reputation and brand pose far greater risks than physical catastrophes.• In every critical situation, image and brand management are increasingly important in the wake of billions of dollars lost due to reputation and brand erosion, as well as declining stakeholder confidence due to such scandals. 7
  • 8. Toyota BP JapanAlthough the crisis for Toyota’s braking High radiation levelsToyota peaked during woes quickly detected atspring 2010 it started subsided as Tony Fukushima grounds awith a single, horrifying Hayward and month aftercar crash in southern the BP crisis explosions.California in August captured our2009. attention three months later. 8
  • 9. Social media gaffes 9
  • 10. Enron as the Hurricane Katrina of ethicalmisconduct disasters• The cost of corporate recklessness calculated direct business/value losses related to the Enron disaster at more than $200 billion.• These estimates include lost investment savings, jobs, pension losses and tax revenue. The report estimated that more than a million workers lost their jobs at the affected companies and those indirectly impacted.• Further, the costs to businesses, stakeholders, and management include hundreds of millions in litigation costs; punitive and compensatory fines; tarnished brands, images, and reputations; and loss of consumer and investor confidence.
  • 11. Enron as the Hurricane Katrina of ethicalmisconduct disastersIn the 2 ½ years following theimplosion of Enron, it is estimatedthat world capital markets lostbetween $4 and $7 trillion, believedto be attributable to the Enron ethicsdisaster scandal which ruinedpension plans, crashed equity value,costing jobs, wiping out investments,and left an enormous hole in the USand world economy.
  • 12. Introduction to reputation repair• All too frequently there is a lack of adequate advance planning and preparedness to communicate effective messages – or even understanding that various types of message options exist.• Most managers have little training in what to say that best protects their image or helps repair it when it has been tarnished. 12
  • 13. Introduction to reputation repairCommunication activities involved in responding to areputation damaging crisis include determining:• Optimal timing• Message or thematic priorities• Specific messages to be conveyed to the public and media• Specific messages to be conveyed to targeted individuals• Source(s) of messages• Priorities for communication• Optimal delivery channels 13
  • 14. Introduction to reputation repair• Benoit (1995) has developed the Image Restoration Theory (IRT) that offers a descriptive system of examining image restoration or repair strategies employed.• IRT claims that an organization’s central, although not only, goal of crisis communication is “restoring or protecting one’s reputation.”• Benoit’s Image Restoration Theory posits five primary macro strategies: denial, evading of responsibility, reducing the offensiveness, corrective action, and mortification. We have added silence as a six strategy.• Fourteen specific message tactics fall within these six broad categories. 14
  • 15. Introduction to reputation repair Summary Definitions of Crisis Communication Strategies and Tactics Categories Strategies Working Definition1 Corrective Action Restore situation or prevent reoccurrence2 Denial Simple Denial Contradiction of accusation3 Shifting Blame Pass the guilt to another party Evading of Responsibility4 Accident Unintentional action or effect5 Defeasibility Didnt know about or not in control6 Good Intentions Motives were good7 Provocation Responding to an offensive act 15
  • 16. Introduction to reputation repair Summary Definitions of Crisis Communication Strategies and Tactics Categories Strategies Working Definition8 Mortification Admission and acceptance of responsibility Reducing the Offensiveness9 Bolstering Relate positive features of the offender10 Minimization Reduce importance of the offense11 Differentiation Less offensive than other actions12 Transcendence Viewed favorably in larger/different context13 Attack Counterattack accuser14 Compensation Reimburse victims15 Silence No comment or ignoring accusation 16
  • 17. Stability modelTier 1 Tier 2 Tier 3Positively regarded, Negatively Very negativelyand extremely stable regarded, but regarded, and stablehierarchical ranking shifting in in hierarchical ranking placement of preference• Corrective action • Bolstering • Provocation• Compensation • Good intentions • Blame shift• Mortification • Defeasibility • Silence • Differentiate • Deny • Transcendence • Minimization • Counterattack • Accident 17
  • 18. Situational model crisis communicationresearch and theory recommendations• Informing strategies for low fault, previous history, and a good reputation• Diminish relevance strategies for minimum perceived responsibility• Rebuild reputation with either strong responsibility or negative prior history• Denial strategies for rumors• Mixing denial strategies with rebuilding or diminishing erodes effectiveness 18
  • 19. Passive “ethical policies” aloneare inadequate• Formal codes of conduct and ethics statements alone are insufficient• Active not passive ethics efforts• Ethical concerns must be regarded as on par with other business disruption/resumption concerns
  • 20. “Integrity continuity”• “Integrity continuity” planning is also a due diligent policy and business continuity priority• Such planning must go beyond compliance issues and reactive disciplinary policies to actually manage integrity• Employees who know that certain workplace decisions, behaviors, and processes exist in an ethically judged context are more aware and motivated to act ethically
  • 21. What not to do• Don’t take too long to respond to the crisis• Do not shift the blame – take/accept responsibility• Actions should fulfill promises made• Don’t drag your feet• Don’t make unrealistic promises• Don’t lose sight of your audience and critics• Don’t fail to understand all facets of the situation“There’s no one who wants this thing over more than I do. I’d like my life back.” "No statement shall be made containing - Tony Hayward, CEO, BP any of the following: promises that property, ecology or anything else will be restored to normal." - BP’s oil disaster plan filed with the federal government in 2009
  • 22. What to say:• Bolstering• Mitigation efforts• Speed up compensation efforts• Take immediate corrective action• Take responsibility – make a public apology for the entire situation
  • 23. Script out your communication beforehandThere is no substitute for carefully preparing communication in a crisisto prevent the blunders and missteps we have seen• Prepare messaging in advance• Focus on a set of key messages that need to be delivered• Each phase of the crisis should be well scripted and practiced• Keep comments respectful to all parties involved• If you expect to speak in front of a camera, practice beforehand• Avoid sounding scripted• You will be more comfortable when unexpected events occur
  • 24. Don’t stray from your planPractice your crisis communication plan early andoften to prevent swaying from key messaging. Forexample, in two distinct instances, Hayward’smessage has contradicted BP’s oil spill disaster plan.• Media statement: Promised that BP would clean up every drop of oil and “restore the shoreline to its original state”• National TV commercial: Pledges "We will make this right.”
  • 25. Deliver messages the right way• Communicate clearly, simply, and calmly• Convey compassion, conviction, and optimism• Recognize and acknowledge anger, frustration, fear, outrage, or concern• Indicate that you genuinely share your audience’s concerns• Provide 3 or more positive points to counter negative information• Gain trust by admitting there are things you don’t know• Accept and involve the public and the media as legitimate partners
  • 26. Incident NotificationMarc LadinChief Marketing Officer, Everbridge 26
  • 27. Incident notification addressescommon challenges• Communicate brand repair • Reduce miscommunications and messages quickly, easily, and control rumors with accurate, efficiently to avoid lengthy brand consistent messages which reinforce damage your situation or stability model communications• Use all contact paths to make sure corrective actions are • Free key personnel to perform communicated and received critical tasks after the crisis by automating manual, time-intensive,• Ensure two-way communications error-prone processes for better visibility and planning • Improve communication effectiveness by eliminating any single point of failure 27
  • 28. Key evaluation criteria for an incidentnotification system• Experience and expertise• Ease of use• Ability to reach all contact paths, including voice, email, native SMS (over SMPP and SMTP), IM, and more• Ease of integration 28
  • 29. Q&A Note: slides are currently available to everyone on blog.everbridge.com Use the Q&A function to submit your questions. 29
  • 30. Communication resourcesContact information Upcoming webinars: System Demo (July 28) www.everbridge.com/webinars White papers, literature, case studies www.everbridge.com/resourcesRobert C. Chandler, Ph.D.rcchandl@mail.ucf.edu Follow us:1.407.823.2683 blog.everbridge.com twitter.com/everbridge facebook.com/everbridgeinc youtube.com/user/everbridgeMarc Ladinmarc.ladin@everbridge.com1.818.230.9700 Reminder Everbridge Insights webinars qualify for Continuing Education Activity Points (CEAPs) for DRII certifications. Visit www.drii.org to register your credit. Item Number (Schedule II): 26.3 Activity Group: A 1 Point for each webinar