Reputation Management, the Basics
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This document provides guidance on reputation management and crisis planning. It discusses identifying potential issues and crises an organization may face, such as denial of service attacks, hacker attacks, or unhappy employees. It stresses getting contact lists and spokespeople in place in advance of a crisis. The document also recommends regularly playing "what if" scenarios to plan responses. It defines the difference between problems and crises and notes crises can damage operations, image and finances. Finally, it introduces the Crisis Grid for assessing the impact and probability of potential crises.
Reputation Management, the Basics
- 1. What do I do now? The Beginners Guide to Reputation Management Issues Management Crisis Management Ask the hard ?s Get a contact list NOW Review reputation of Get all phones, faxes, etc. principles ID THE spokesperson Employees and affiliations = ID THE technical friends or foe? spokesperson (if diff.) Ask what would happen if Get the lists for impt. calls DoS (denial of service) Hacker attacks Investors Web graffiti Media Credit card theft Layoffs Analysts Stock drops Champions Loss of VC CEO dies Develop the content Code stolen Unhappy employees Unhappy customers Copyright 2003, Roberta Silverstein
- 2. Key for Success Make sure U in the Communicate with your loop PR agency If company is a need Honesty is best policy Make sure understand the to know, ask if you goals for the company are one of the knows Get bought out? Find someone who can Long haul to IPO? be your deep throat if Secure relationships with investors? not a know person Customers are king? Copyright 2003, Roberta Silverstein
- 3. What do I do now? The Beginners Guide to Reputation Management Issues Management Crisis Management Ask the hard ?s Get a contact list NOW Review reputation of Get all phones, faxes, etc. principles ID THE spokesperson Employees and affiliations = ID THE technical friends or foe? spokesperson (if diff.) Ask what would happen if Get the lists for impt. calls DoS (denial of service) Hacker attacks Investors Web graffiti Media Credit card theft Layoffs Analysts Stock drops Champions Loss of VC CEO dies Develop the content Code stolen Unhappy employees Unhappy customers Copyright 2003, Roberta Silverstein
- 4. Play What Ifs Sit down with CEO and Every month have a senior management different what if Ask what if ?s scenario day (could be on Tell them you are email and take three preparing for the un- minutes) preparatory Play devils advocate Ask what is their preferred Play media demon mode (offense or Play investor from Hell defense?) Copyright 2003, Roberta Silverstein
- 5. Problem or Crisis? Problems: commonplace; predictable; quickly resolved; and may go unnoticed. Crises: less predictable; time- consuming; costly; and bring unwanted public attention. Copyright 2003, Roberta Silverstein
- 6. Crises Run the Risk of: escalating in intensity. falling under close scrutiny. interfering with operations. jeopardizing image. damaging the bottom line. Copyright 2003, Roberta Silverstein
- 7. A Crisis: isa major event that has potentially negative results. may significantly damage an organization and its employees, products, services, financial condition, and reputation. Copyright 2003, Roberta Silverstein
- 8. The Warning Stage Warning Stage Copyright 息 Allyn & Bacon 2000
- 9. Point of No Return Warning Stage Point of No Return Copyright 息 Allyn & Bacon 2000
- 10. Cleanup Phase Warning Stage Point of No Return Cleanup Phase Copyright 息 Allyn & Bacon 2000
- 11. Things Return to Normal... But Have We Learned Anything? Warning Stage Point of No Things Return Return to Normal Cleanup Phase Copyright 息 Allyn & Bacon 2000
- 12. The Crisis Grid Developed by Steven Fink, Crisis communications consultant Created a Crisis Grid design for risk assessment Vertical axis crisis impact value Crisis escalates how intense can it get? Crisis catch notice of stakeholders and audiences? Crisis interfere with normal operations? Crisis impact bottom line? (add total and divide by 5) Horizontalaxis crisis probability factor Way of organizing potential crises Copyright 2003, Roberta Silverstein
- 13. The Crisis Grid CIV High/Low 10 High/High (amber zone) (red zone) CPF 0% 100% Low/Low Low/High (green zone) (gray zone) 0 Copyright 2003, Roberta Silverstein