Public relations and managing reputation

Contrary to its positioning amongst the professional communication and broader business environments, issues management is not always inextricably integrated into crisis communication. In fact, its strongest characteristic is strengthening an organisation’s reputation so it is less likely to be negatively impacted on by a crisis.
Issues management is, therefore, both an inherent component of all effective [...]

As organisations take a new approach to deciding when to launch a product recall, public relations professionals need to reassess how they are communicated. And how to avoid meaningless phrases like ‘abundance of caution which hinder organisations from communicating clearly, and effectively positioning themselves, with their stakeholders. Two recent American recalls suggest companies are raising the bar (or perhaps that should be lowering the bar) when brand protection seems to outweigh the possibility of harm to the public.

Reputation Renegades is a free e-Book. It addresses many issues, but chief amongst them is the fallacy that corporations have control of their reputation. This reality has been emphasised in recent times by the influence of web-based communities. The e-Book espouses internal lobbying to change the recalcitrants’ perspectives, humanise this communication and tackle the issue of trust.

The most common thought that is contained within crisis management literature is that somehow a crisis is just an external event that can be managed with the right level of resources and preparation. Paul Ritchie, author of Stay On Message, says this is incomplete and it misses the most dangerous variable in any crisis and that is the way a spin doctor actually responds to the issue.

Round tables help public relations professionals achieve positive media coverage, enhance relationships with important organisational stakeholders and strengthen organisational positioning. The white paper, produced from a round table, resources issues-driven media campaigns (of which opinion pieces are likely to play a leading role), direct mail and online communication campaigns.

Along with eye-rolling, can-you-believe-it dumb marketing and/or PR moments in 2009 (think loser marketers, the GFC and social media) there have, thankfully, been plenty of inspirational examples of best practice professional communication too. Most importantly, what have we learnt during the year and how will it make us better communicators?

Strategically, social media offers immense utility for public relations professionals when it comes to crisis management but, conversely, it also opens up organisations to immense risk.

Fires and flu: what a year. Worst of all for those suffering from the cataclysms. But a real challenge for public relations professionals working hard to inform and help the community. This post features insights shared by two of Australia’s preeminent public relations practitioners at Frocomm’s Crisis Communication & Social Media Summit 2009.

Whether through addressing a flu pandemic or the cataclysm that we know all too well in Australia, bushfires, the same principles of crisis management apply for public relations professionals. Some of them include building trust in an organisation, using your employees as ‘advocating communicators’ and putting human safety at the top of the priority pyramid. Remember, as well, “trust is harder to maintain in a social media environment.”

Insightful tips provided by public relations heavyweight experts at the Frocomm Crisis Communication & Social Media Summit 2009 related to specific social media tools that are of utility: ‘dark’ websites, videos, forums and Twitter are discussed.