We’ve all seen textbook cases of crisis communications that were perhaps prompted by an oil spill that caused environmental damage, a product that needed recalling or an employee caught sleeping on the job. Sure, it’s often large corporations that come under the greatest media scrutiny but every company, regardless of size, should know how to respond when reporters come calling.

 

Here, then, are a few tips to ensure that your company's brand--and your personal reputation--withstand the barrage.

 

There may be confidentiality issues that prevent you from commenting. If the issue in under legal investigation, if it concerns an employee's private life or if you are working on behalf of a client, chances are you should not be making a comment.

 

You'll sound like a mafia bookkeeper. And you'll appear to be guilty in the court of public opinion. Instead, if there are indeed reasons why you shouldn't comment, explain, "It's inappropriate for me to comment on this because...(give the reason)." Reporters can be relentless, so chances are they'll ask the same question in several ways. When that happens, use their name and give them the broken-record response: "David, as I just explained, it would be inappropriate for me to comment. I wish I could help you more." Then sign off.

 

In my customer service seminars I encourage all employees to identify themselves as a matter of course every time they answer the phone. Otherwise, customers--especially dissatisfied customers--perceive them to be hiding. Similarly, when disaster strikes, owners and managers shouldn't hide behind subordinates. There is a time for them to be front and centre. You need to be perceived by everyone--including your own employees--as being visible and available when the heat is on. Go to the disaster site, talk to the accused employee personally. Get the facts firsthand. And speak using “I” language.

 

You'll need it to gather the facts. Explain to reporters that you are looking into this and that you'll have a comment for them at such-and-such a time. Notice the positive wording. Rather than saying, "I won't comment until..." state, "I'll have a comment for you as early as...." You'll be perceived to be upfront and cooperative rather than aloof and defensive.

 

This is perhaps the biggest mistake business leaders make when problems arise. They are afraid they'll be sued if they admit their errors. The fact is, the mistake has already been made whether they admit it or not, and they may get sued anyway. Learn a wonderful lesson from Johnson & Johnson when it had the tainted Tylenol disaster. The company was so upfront about the problem and what it was going to do to fix it that its Tylenol brand ended up even stronger than it was before the problem arose.

 

Think of a spouse trying to explain to his or her partner why they were unfaithful. No matter what the reasons, stating them will only make it look like you're trying to justify your actions. It makes things worse. Don't go there.

 

If one of your employees messed up, don't mention the individual by name. Everyone knows that person's reputation has been ruined. Instead, refer to “the individual concerned.”  It shows that you are trying to protect them from more public humiliation. That doesn't mean they won't be held accountable. It just means you won't be kicking a person when they're already down or embarrassing their innocent family any more than they already are.

 

Explain that you are committed to doing better as a company. Remind everyone of how long you've been in operation and of your organization's mission to bring value to others. Explain how you want to re-earn their trust. Then describe what you'll do immediately to help the people who were adversely affected by the incident. Finally, outline the steps you'll take to prevent it from recurring.

 

In every company there are individuals who will make mistakes and bad choices. No organization is immune. But remember, individuals who earn the greatest respect are not those who avoid embarrassment, but those who’ve learned the skills to adeptly handle unfortunate events.