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Jason Alderman Preparing your team to mitigate communications crises in a digital world May 10, 2019
Jason Alderman
Preparing your teamto mitigate communications crises in a digital world
May 10, 2019
My teams
Chief Communications Officer
• Drive growth through media relations and public affairs to raise awareness, build trust, and affix brand affinity for Clover.
Vice President, Global Corporate Comms
• Led media relations, social media campaigns, and crisis communications efforts.
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Manager, Corporate Communications
• Led rapid-response efforts and handled on-camera interviews for natural disasters, bankruptcy, and the California energy crisis.
Vice President, Global Corporate Comms
• Brought on following a significant crisis, quickly mitigating the issues and pivoting to tell DraftKings’ positive story and expansion into sports betting
Legislative and Comms Director
• Directed Congressman's public relations operation and served as spokesperson during govt. shutdown
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• Today's crisis communications landscape
• Humanizing responses in crisis situations
• Case studies – best practices for responding through digital
• What more you could do
• Appendix
Agenda
It can take 20 years to build a reputation and
only five minutes to ruin it.
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Warren Buffet
one tweet
Social media shapes the news cycle
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Original Content An individual, credible or not, posts news on Twitter, Facebook, Instagram, YouTube, etc.
Perception News outlets, bloggers, and trusted authorities start commenting on the social media conversation, adding visibility and legitimacy
EngagementUsing hashtags, retweets, comments, and other engagement tools, there are exponentially more eyes on the original content as well as continued engagement.
The social media cycle
Posted every second
6K tweetsOf companies feel that social media makes crises more difficult to manage
Of companies believe social media makes it easier to recover from crises
Board members say their organizations have the capabilities or processes they would need to meet a crisis
Posted every second
5.3K FB posts
65% 55% 47%
Source: Deloitte, ODM GROUP
Executives don't think it's a problem… until it is
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As communications professionals, we have to respond to challenges that are out of our control:
• Executive decision
• Inappropriate behavior by executives
• Employee action
• Data breach
• Operational failure
Winning means moving executives from a reactive to a proactive posture.
Operational Communications
How does your response change depending which crisis "bucket" you're dealing with?
Most companies ignore key steps to prepare for crises
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In a survey of over 300 board members representing every major industry
and geographic region, Deloitte found:
Evaluated key crisis
scenarios
Conducted SWOT
analysis
Identified relevant
stakeholders
Engaged multifunctional
teams
Evaluated worst-case
scenario
Engaged stakeholders in
analysis of specific scenarios
50% 50% 49%
46% 43% 51%
Does your entity have a digital crisis
playbook?
How does digital response differ from
others?
Does it differ?
Source: "A Crisis of Confidence," Deloitte, 2016
Digital rapid response needs to be rapid
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We can't say that. Or that. Or that…
When corporate lawyers get involved: The reality we face: Lawyers are only worried about potential lawsuits. The need: Get buy-in early to save precious minutes.
Crisis
occurs
Pre-approved:
Not pre-approved:
Release
statement, tweets
minutes
Prep
execs
hours
Follow up / media
interviews
within the day
Crisis
occurs Draft
response
minutes
Legal
review
hours
Exec
approval
day
Legal
approval
day 2
Release
statement,
tweets
Follow up /
media interviews
days later
The worst thing you can do in a crisis is say nothing.
The basics of digital response
It's NOT okay to say nothing.
• Acknowledge the issue even if you don't have the answer yet
• Evaluate the scenario and apply messaging
• Stick to just two responses; more than that appears argumentative and inconsistent
• Talk about what the company will do differently next time
• Know when to just say sorry; no clauses attached.
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Out of an abundance of caution
The reality is we're all human, and we should act that way
Social media is about giving - giving people a sense of community, an area to share ideas, a voice.
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To give people the power to build community and bring the world closer together
To give everyone the power to create and share ideas and information instantly without barriers
To give everyone a voice and show them the world
Mission statements:
How to be human
• Own up
• Communicate values
• Show that you care
• Be forward-lookingResponding on social media requires empathy.
Whether you're on offense or defense, your digital response shapes perception.
Case study 1: Uber's tough 2017 with #DeleteUber movement
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1. THE SITUATION
#DeleteUber Campaign: launched in January 2017 in response to a string of high-profile negative stories that culminated in the resignation of CEO Travis Kalanick.
Allegations:
• Undercutting the NYC taxi boycott
• Consumer tracking
• Sexist culture
2. THE FALLOUT
While no individual scandal led to a drop-off in consumer perceptions, Uber saw a steady decline in favorability throughout 2017.
Net favorability ratings
3. THE RESULT
Perceptions of the brand largely rebounded aided by a new CEO and a strong ad campaign.
What changed:
• Pre-Scandal: Uber maintained a 10 point edge in net favorability over Lyft.
• Post-Scandal: #DeleteUber Lyft regularly beats Uber in net favorability.
4. THE TAKEAWAY
Uber sustained a minor reputational hit that provided an opportunity for competitors.
27 25 2520
0
15
30
Q4 2017Q1 2017 Q2 2017Q2 2017
Source: Morning Consult
Case Study 2: United's 2017 Drag
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1. THE SITUTATION
United overbooked flight 3411 and chose four people at random to leave. When one refused, he was roughly dragged off the plane.
Passengers took videos of the incident and posted them on social media.2. THE RESPONSE
Social media exploded.
United tweets CEO Oscar Munoz's response: "This is an upsetting event to all of us here at United. I apologize for having to re-accommodate these customers…"
3. THE RESULT
Munoz's response increased negative sentiment as it was taken as insensitive, especially his use of "re-accommodate."
#BoycottUnited rises on Twitter. United loses $800 million in value within 24 hours of the incident.4. THE TAKEAWAY
United's response was too little, too late. Apologies must be sincere and capture the feelings of consumers.
Source: Crimson Hexagon, HPS Analysis
Case Study 3: Elon Musk's…rescue attempt?
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1. THE SITUATION
In July 2018, a Thai soccer team got stuck in a cave. Elon Musk offered up help by working to design a "kid-sized submarine"
Some felt Musk's actions were self-serving, one of the cave rescuers slammed the pod as merely a "PR Stunt." that "had no chance of working."
2. THE RESPONSE
Musk aggressively reacted, writing in a sense deleted Tweet:
"We will make one of the mini-sub/pod going all the way to Cave 5 no problem. Sorry pedo guy, you really did ask for it."
Social media fought back criticizing Musk for using pedophile as a casual insult.
3. THE RESULT
Tesla's stock took a dip and multiple investors expressed concern.
Musk posted a begrudging half-apology to the cave rescuer, saying his remarks were made in anger.
4. THE TAKEAWAY
Attacking against critics generally does not work, especially when done poorly.
Going on the offensive on Twitter is a tough position to take, unless you are Donald Trump.
Source: Vox, Business Insider
"I know we’re all hating on Elon Musk but can we not appreciate his absolute ingenuity in being able to make himself the villain in the Cave Boys story"
Overheard on Twitter.
Case Study 4: Ancestry.com's false apology
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1. THE SITUATION
In April 2019, Ancestry.com released a commercial in which a black woman in the south is seemingly wooed to "escape to the north" with a white man.
The video went viral after a Business Insider producer posted it to Twitter.
2. THE RESPONSE
Social media flared up criticizing Ancestry for romanticizing slavery and trivializing the serious issue that black women were often raped by white slave owners.
4. THE TAKEAWAY
An apology should not be hedged: "we apologize for any offense the ad may have caused."
Ancestry should have started with a sincere apology and then provided concrete steps to ensure more diversity and review in future ads.
Source: Business Insider, Crimson Hexagon Analysis
The top 8 hashtags.#ados
#ancestry#slavery#FoolishnessFriday #ISaidWhatISaid
#IssaNo#racism #ItWasRape
3. THE RESULT
The company issued a half-apology saying:
"We very much appreciate the feedback we have received and apologize for any offense that the ad may have caused."
Ancestry pulled the ad from TV and removed it from YouTube.
Sometimes the questions are complicated
and the answers are simple.
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Dr. Seuss
What a company should do
Prepare well in advance
• Create a crisis communications plan that includes approved spokespeople who can go on-the-record as well as systems for response
Embrace reform
• Identify those responsible and hold them accountable
• Make changes to address issues if possible
• Lay the groundwork for a "rebound" or lessons learned story in a few months with a favored reporter
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Cooperate
• Provide a statement and keep an open line of communications
• Address customer concerns
• Offer refunds, replacements, or financial compensation when needed
Pivot
• Use the opportunity to be proactive with communications on other topics (policy priorities, business initiatives, etc.)
What a company should NOT do
Hide
• It is crucial to have a voice in any kind of crisis and to get involved in the news cycle as soon as possible to help control the story
• If you're going to be forced to do the right thing eventually, it's better to do it up front and get credit for it
Freelance
• Freelancing leads to mistakes. It is critical to maintain message discipline and stay coordinated across channels and stakeholder groups
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Underestimate
• Reputational allegations on a company are held in the court of public opinion
• A presumption of wrongdoing will persist with or without proof
Be defensive
• Defensiveness breeds online contempt
• Focusing on the past is defensive posturing
• The steps to fix the issues and advance the company's mission are what matters
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Jason Alderman
Thank you & contact information
Chief Communications Officer, Clover [email protected]@JBAlderman
Appendix
What does a crisis response process on digital look like?
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Proactively alerted
Executives have made you aware of changes that may warrant digital backlash.
Assess response type
Pull out your crisis comms book which outlines the responses and action plan you'll take.
Consider half-day brainstorm with key executives to establish all worst-case scenario situations.
Did you get sign-off on the plan?
Involve the others
Do a tabletop exercise with all stakeholders so they build muscle memory. Have a clear process with minimal sign-offs and time allotments for approval.
Who is the right spokesperson for response?
Execution
Have pre-assigned roles on your team so that each person can take necessary digital response action –blog post, social media posts, ad campaign targeting, reporter engagement, public response.
Is a digital campaign needed to amplify your response?
Or digital alert comes
No advance warning until reporter is reaching out or something pops on social media.
Do you have alerts set up?
Digital crisis management is like winning the Escape Room
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10 strategies for winning in escape rooms:
1. Pick the right team
2. Plan ahead and be on time
3. Come in with a positive attitude
4. Understand the rules of the room
5. Keep an eye on the clock
6. Keep a consistent, determined approach
7. See something, say something
8. Don't take over the room
9. Use your clues
10. Have fun
What do Escape Rooms and digital crises have in common?
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Team Lead
Strength: Insight into company process; overarching perspective
Role: Obtain sign-offs, organize team
Plan to release statement after internal comms if necessary
Identify team members' strengths and assign roles
Content Lead
Strength: Writing for various audiences
Role: Draft blog post, statements, and any other narrative content
Use this content on social or with media
Digital Lead
Strength: Understanding of what makes engaging content and how to best achieve objective through ad campaigns
Role: Draft social content, determine best platform, manage ad campaign
Media Lead
Strength: Pre-developed reporter relationships
Role: Contact all relevant media, potentially engage a reporter on exclusive response piece
Like the Escape Room, everyone has a responsibility to speak up when they see a way out.
Make sure you have your crisis "go bag"
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Crisis Toolkit
Identified spokespeople
Topline messaging document
List of industry and CSR allies to activate
Target reporter list Internal comms process
Pre-drafted, pre-approved statements
Content-sharing channels (Medium)
Drafted social
Arm your army for response
Activities
• Prioritize media training for spokespeople
• Get buy-in on pre-approved statements
• Arm executives with the protocol for responding on their own social media channels
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Communicate internally: Every employee is a potential spokesperson. It's imperative to keep ALL employees informed about the crisis at some level.
Familiarize your team with common digital tools
• When to use it: Media or policymakers are likely to comment on the crisis and expand the issue
• Content: Tight messaging
Google Ads
• When to use it: A make-or-break it moment is coming up like a hearing on Capitol Hill or poor earnings report
• Content: Tailored for key word searches
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• When to use it: Individuals are commenting on their personal networks
• Content: Can be short or long (Twitter-length or blog style)
• When to use it:Employees are likely to be upset and recruiting efforts may be impacted
• Content: Longer form, personal perspective from C-level executive
Your checklist for social media response
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A summary or update of the situation
Acknowledgement
A link to FAQ hub or blog post
Relevant hashtags to disseminate info
A call to action, if appropriate
Visual signals that inform
Compromise, communication, and consistency are
needed in all relationships, not just romantic ones.
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Showing authenticity through the screen
Be honest and receptive
• Be implicitly honest –don't use phrases like "I'm going to be honest with you…" or "…to be honest."
• Accept responsibility and respond to customers concerns. Don't hedge away from or obscure responsibility.
Banish the jargon
• To come across intelligent some rely on certain words, industry jargon and acronyms, but this often alienates the audience.
• To be authentic, you need to create a natural sounding conversation.
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Don't rely on numbers alone
• Humanize the situation –express feelings and show vulnerabilities.
• Data can be used, but personal understanding and emotion needs to be conveyed.
Recognize when you just need to own up and apologize
Never ruin an apology with an excuse
• If your firm is at all implicated in wrongdoing, do not hedge.
• Never downplay the magnitude or severity of the crisis.
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Right actions in the future are the best apologies for bad actions in the past
• An apology must be followed by a stated course of corrective action and follow-through.
Silence is not an option
• People don't forget. A company staying silent often generates more negative coverage, not less.
• Don't wait to be pressured for a response—proactively respond.
Apologize. Mean it. Take action.
