Media Interviews: Whatever you do, don’t do this

media_training_micsBy Rosanna Moseley

It’s always good to know what you should do in a crisis and how you should communicate. However, it’s potentially even more important to know what not to do.

When you see those toe-curling, mortifying interviews (you know, the ones where you want the interviewee to run away as fast as their legs can take them), it’s no wonder that many business leaders avoid contact with the media at all costs. However, nothing will be as effective at maintaining your company image than a clear, confident, considered interview in a time of crisis. Our post last week highlighted how a leader can bring a human face to an organisation in crisis, and the most effective way to do this is through a TV interview.

Below are some examples of the worst big name interviews with tips on how not to follow in their ill-advised footsteps. Watch and learn:

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Resilience: The 21st century imperative

By Dominic Cockram

Resilient - Rising to Challenge and Overcoming a ProblemThe theme of this year’s World Economic Forum Annual Meeting is ‘Resilient Dynamism’, and this has provoked much debate as to what this could possibly mean. Having led a BCI working group to produce a white paper on Organisational Resilience last year, it is a debate I have followed with interest. It seems the concept of resilience is continuing to raise its head and could now gain support from the heart of the economic and political world. Arianna Huffington recently explored the complexity of the term in an excellent article titled ‘Davos 2013: Resilience as a 21st Century Imperative’.

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Why is leadership so important in a crisis?

By Dominic Cockram

Arrow_leadershipIt’s been a busy month for crisis managers. From the BBC to Tesco and beyond, the crisis responses of corporations and their leaders have been watched by stakeholders, the public and the media.  In each situation the problem has been unique to the business involved, but at the same time, every crisis requires leadership both internally and externally in front of the public, the press and the plethora of stakeholders that abound around every organisation.

What is it that a leader gives to a crisis management team – and the wider organisation – at such times of anxiety and stress?

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When horseburgers hit the headlines: Lessons in crisis management for suppliers

tesco-value-horse-burgersBy Dominic Cockram

Last week it was discovered that several ‘beef’ products on sale in UK supermarkets contained horse and pig DNA. The story immediately hit the headlines with #horseburger trending on social media within hours as outrage at retailers and terrible puns abounded in equal measure. A recall on the affected products was immediately issued, but the response thereafter has seemed rather like a game of pass the blame.

What can manufacturers and suppliers learn from the #horseburger fallout?

1.     The big brands don’t have your back: Reputation and consumer confidence is the cornerstone of big name brands, and they will have no qualms about turning against suppliers to protect their name. Tesco was proactive Continue reading

Product Recalls of 2012: Infographic

Product Recalls of 2012: Infographic

As horseburgers at Tesco hit the headlines just yesterday, Toyota continue to be haunted by a mishandled recall years ago, and Britvic are clawing back customers and share value after packaging problems caused a Fruit Shoot recall in July, the Annual Recall Report for 2012 is a timely reminder that product recalls can have a huge impact on a brand and its business.

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Report from the field: business continuity planning with ISO 22301

By Isobel Nicholas
ISO22301_prosconsAs we set off into the New Year with publication of both ISO 22301, the requirements for Societal Security – Business Continuity Management Systems (May 2012) and ISO 22313, its supporting Guidance (December 2012), what is the feedback on the new Standards to date?

It is still early days and accredited certifications are only just coming on-line, but our experience from both supporting clients in the process of implementing ISO 22301 and transitioning our own certified BCMS Continue reading

Characteristics of a Crisis: A view from the inside

By Dominic Cockram

Many people (fortunately) have scant experience of dealing with crises, so what does a crisis look and feel like from the inside?

C – complexity and uncertainty

R – responsibility for far-reaching decisions without complete information

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6 Resilience Resolutions Every Organisation Should Make in 2013

By Dominic Cockram

new-year-resolutionResolution 1 – Must not bury head in the sand

Evidence shows that 85% of organisations will experience a major crisis within the next 5 years. ‘It’ll never happen to us’ just won’t cut it anymore, so get on with developing those plans and procedures and training your staff to ensure everyone knows what to if it all goes wrong.

Resolution 2 – Must exercise more

We don’t mean going for a jog in your lunch hour… Continue reading

The 8 1/2 Cs of Crisis Communications

CBy Dominic Cockram

Corporate Communications is a minefield, and never more so than in times of crisis – take a look at Toyota, G4S and Progressive Insurance to see just how wrong it can go. As experts in Crisis Management, we have seen many companies and clients experience the unpredictable current of crisis comms; here we share with you our top 8 (and a half!) ‘C’s to guide you through the storm.

  1. Be Clear – don’t confuse your audience with technical or legal jargon; be honest and transparent in what you are doing and why you are doing it
  2. Be Consistent – this is a core element of trust, confidence and credibility, so ensure that key messages are consistent across all media (traditional and social platforms) and internal comms Continue reading