Ebola Crisis Communications, Finding God, and Your Leadership Team

findinggodExecutives and crisis communications enthusiasts remind me of criminals who find God 15 minutes after then enter prison, then forget God 15 minutes after they are back on the street. Here’s why…

True story from this week: The president of an institution wants crisis communications help now! Why? Because a crisis is at their door, related to an Ebola rumor. At this point, it doesn’t matter what it costs, because their reputation and revenue are on the line. Their dark day has arrived.

A public relations person invited her leadership and executive team to join her for one of my recent Ebola crisis communications webinars. She sent an e-mail to me after the webinar to say her management team is on board and ready to implement all of the crisis communication strategies I suggested. They have seen the light. Amen.

Then 24 hours past and their budding crisis disappeared. All bets are off. The leaders are not ready to spend a dime. They are not ready to do any preparation to ward off the next crisis.

This disturbs me less than it used to because I see it every day in my line of work. But it still disturbs me. I always try to have a Plan A, Plan B, and Plan C. Most people have no plan and pray for miracles when the crisis hits. Most executives expect their PR team to rise to the occasion on a moments notice. Most executives are in denial about the need to have a plan and practice that plan on a clear sunny day, so they are prepared on their darkest day.

Like a criminal who finds God in their crisis, then forgets God when the crisis is over, many executives are ready to do what it takes when the crisis is at their door. However, they have short memories about the reputation and revenue damage that awaits them any minute when the next crisis arises and they are unprepared.

Have you seen this where you work?

I’d love to hear how you deal with it.

By Gerard Braud

Ebola Crisis Communications Plan Question: Would an Expert Approve My Plan?

Gerard Braud Crisis Communications PlanAn expert would ask you these questions:

1. Count the pages of your crisis communications plan. If it is 6-10 pages long, it is likely only a list of standard operating procedures and not a true plan. Most organizations have been lead to believe this is a plan. My description is that this is little more than an outline for writing a plan. If your document outlines what should be done, but really assigns those tasks to no one, you have a problem.

2. Could your plan be executed by anyone in your organization who can read and follow directions? This sounds like a strange question, but it is a good test. My mantra when I write crisis communications plans is that is should be so thorough that nothing is forgotten and nothing will fall through the cracks, yet simple enough that it could be read by anyone who can read, and executed by them without mistakes. If your plan reads like a technical manual that is as frustrating as assembling your child’s bicycle on Christmas Eve, you have a problem.

3) What time limits have you placed in your crisis communication plan? At a minimum, the first communication document from your plan should reach the public within one hour of the onset of any crisis. The vast number of plans I’ve reviewed over the years have no mandate for speedy communications. This causes the communicator and the executive team to spend too much time analyzing and second-guessing every decision. Speed is important. If your plan doesn’t set time limits for speed you have a problem.

4) Does your crisis communications plan contain the names and phone numbers of everyone you need to reach during your crisis or does it require you to research and find that information as you execute the plan? Valuable time is lost when you have to stop on the day of your crisis to look up information that you could have looked up and collected on a clear sunny day. If your plan says you should contact a list of people and that list contains only job titles and no names or phone numbers, you have a problem.

5) The magic of a plan is when the plan tells you precisely what information to gather, who to call to assemble a crisis management team, and directs you to a library of pre-written news releases. If you are missing these elements, you have a problem.

Think oCrisis communication workshop gerard braudf Goldie Locks – Your plan shouldn’t be too simple and your plan shouldn’t be too hard. Your plan shouldn’t be too long and your plan shouldn’t be too short.

If you need help determining if your plan is just right, phone me at 985-624-9976.

Ebola Crisis Communication Plan Update: Ebola Hysteria Requires Communications

cruise ship ebola gerard braudBusiness leaders and public relations professionals should continue to monitor signs of Ebola hysteria. The damage to the reputation and revenue of your organization is real. It can come from a direct Ebola contamination to one of your employees or customers. In the case of public institutions like schools, the institution could face a costly shut down or closure.

Since outlining how real or imagined Ebola threats could trigger your crisis communications and crisis management plans, in last Friday’s Ebola webinar, the weekend revealed more examples. (Click here to listen to the webinar) A customer/passenger aboard a Carnival cruise ship out of Galveston was identified as having been in contact with lab samples from the deceased Dallas Ebola patient.

Listen to the re-broadcast

Listen to the re-broadcast

The crisis cascade of events included the ship being turned away from Belize and Mexico, plus the closure of a school in Moore, Oklahoma, because a student was on the same cruise ship as the hospital worker from Dallas. Not only did each of those institutions or governments need to communicate, but so did various ports of entry and various emergency response or decontamination companies. And while this ship sailed from Galveston, every port city in America could have just as easily found themselves in the same position as the Port of Galveston. Likewise, any school in America could be forced to make the same decisions as Moore, Oklahoma.

Are we seeing too much hysteria? Is the threat real or imagined? In my expert opinion, it doesn’t matter because either a real threat or an imagined threat can trigger both your crisis management plan and your crisis communications plan. Either a real threat or an imagined threat can damage the reputation and revenue of your organization.

Should you take steps today to prepare or should you wait and see? My mantra is be prepared. Use this potential crisis as an opportunity to set aside time on a clear sunny day to prepare your plan and your crisis communications should you need it on your darkest day.

Crisis communication workshop gerard braudShould you prepare only for Ebola or should you prepare for everything? My mantra is to do it all at once. You can have a comprehensive crisis management and crisis communications plan that is completed today and ready to be used for years to come.

Doing it right is always the path of least resistance.

By Gerard Braud

Media Training Tip: Ebola Crisis Communications Interviews

EBOLA webinar Gerard BraudThe Ebola crisis has spawn a rash of spokespeople saying things to the media that should have never been said. If you are the public relations person responsible for writing statements and news releases for your hospital, company or spokesperson, this blog is for you. If you are the media trainer preparing the spokespeople, this blog is for you. If you are the spokesperson… yep, this blog is for you.

Behold exhibit # 1: A news release statement from October 15, 2015, as a second nurse at Texas Health Presbyterian Hospital becomes ill from Ebola.

The hospital released a statement saying, “Patient and employee safety is our greatest priority and we take compliance very serious.”

YOU CAN’T SAY THAT! Really, you cannot defend that statement PR team from Texas Health Presbyterian Hospital.

Here’s why: If it were true, two nurses would not have Ebola. Do you follow my thinking? Two nurses have Ebola because safety was obviously not the greatest priority and obviously compliance was not taken seriously.

Every time I teach media training or do a conference presentation, my advice to PR people and CEOs is to run every statement through the cynic filter. I just demonstrated my cynicism… and trust me, I’m a huge cynic. If you filter your statement past me, will you get a positive reaction or a negative reaction? That my friends, is the cynic filter.

My apologies to the PR team if this was not your words, but the words of your lawyers or PR firm or agency. But as a public relations professional, your job is to shout “No” when a B.S. statement like that is written or proposed.

Back in August, when the Ebola story broke regarding Emory University Hospital, CDC Director Dr. Thomas Frieden made bold statements about Ebola not spreading in the U.S. He was wrong.

Dr-Anthony-FauciDr. Anthony Fauci, with the National Institute of Health, in an interview on the Today Show this week, on October 11, 2014, said, “We’re not going to see an outbreak” of Ebola in the U.S. He even references Dallas as an example of proper containment of the virus, which as we all now know, is wrong.

Once again, if you are a spokesman, you can’t say that. You can’t defend that statement. You cannot guarantee it so you should not say it in an interview.

If you are the person providing media training for the spokesperson, you cannot allow the spokesperson to say something like that. You have to be so intense in the media training class that you push the student to the point of failure in the training class, pick them up, fix them, and don’t release them from role playing until they are perfect. Media training should be designed to let a spokesperson fail in private so they don’t fail on national TV, or any interview.

Close isn’t good enough. A crisis this serious demands the best communications possible. There is no margin for error in interviews just like there is no margin for error in containing a serious disease.

Would you like to know the magic words that will set you free? Insert the word, “goal” and throw away the words, “committed” and “top priority.” My top priority is to get people to stop saying top priority and committed.”

Instead of saying, “Patient and employee safety is our greatest priority and we take compliance very serious,” a better option is to say, “Our goal is to protect the safety and health of every patient and every employee.” (Yes, I intentionally used “every” twice.)

My statement is one that can be defended because it is stated as “a goal.” It is forward looking and aspirational, while not definitive, such as, ““Patient and employee safety is our greatest priority and we take compliance very serious.”

If you are responsible for writing statements that get re-written with tired clichés by your lawyers or CEO, your job, as a public relations professional, is to push back. If you write these type of clichés because you were taught to do this or have heard these clichés so many times that you think this is the way it should be done, please stop.

If you are responsible for media training your spokesman, you must not be afraid to push back when the student doesn’t perform well. As the trainer, you must not be intimidated, especially if you are training your boss, or in the case of a hospital, a powerful doctor.

We have an Ebola crisis on our hands. Are you making it better or worse with your statCrisis communication workshop gerard braudements?

We’ll talk about these issues and more this Friday in a special webinar about Ebola. Register here.

If you need help with your Ebola key messages, contact me for assistance writing bullet proof key messages. And if you need help media training your spokespeople, I’m happy to help. Call me at 985-624-9976.

– By Gerard Braud

 

 

 

 

 

 

 

 

 

 

Ebola Crisis Communications Lesson: Ask for Help

EBOLA webinar Gerard BraudOf all the Power Point presentations by his leadership team members, the CEO only stood and applauded the vice president who showed he was having difficulties in his division, when the other vice presidents showed rainbows and green lights. The company was millions in debt with falling sales and the CEO knew that everyone who painted a rosy picture was either a liar or delusional. The one who asked for help was the star.

A colleague shared this story supporting my premise in yesterday’s Ebola communication considerations blog. In the blog I suggested that public relations, marketing, media relations and crisis communication professionals will not be fired if they ask for help. Instead, your CEO and leadership team will respect you for telling the truth and knowing that your truth may save the reputation and revenue of your organization.

Crisis communication workshop gerard braudThe field of communications is misunderstood, even by the C-Suite. Many CEOs and executives hire one person to manage their image. They expect publicity. Often the CEO will hire a marketing specialist, never realizing that marketing is not public relations, media relations, or crisis communications. Sadly, many with MBAs don’t really understand the differences either.

Even in public relations, many do not realize how difficult it is to be a crisis communication expert. The expert is the one who prepares on a clear sunny day for what might happen on your darkest day. At the university level, most public relations classes touch on crisis communication as an evaluation of how well you manage the media after a crisis erupts. That is outdated and flawed. Preparation = professionalism.

Fearing reprisal from their leadership, some people in our allied fields would rather try to disguise their lack of knowledge and expertise rather than asking for help. But in the C-Suite, the reality is the boss wants you to speak up and say, “I need help. This is beyond my level of expertise.” Most people in the C-Suite, while never wanting to spend money they don’t have to spend, realize that getting help from an expert could preserve their reputation and revenue.

Don’t try to fake it. That will ultimately cost you your job, as well as the company’s reputation and revenue.

Never be afraid to say, “I don’t know the answer to that.”

Ask for help.

If you’d like some FREE help, join me on Friday, October 17, 2014 for a free webinar that explores what you need to do today to prepare for your possible Ebola communications tomorrow. Register here.

 

– By Gerard Braud

5 Ebola Crisis Communications Considerations

By Gerard Braud

5 Ebola Considerations Gerard BraudYour personality type may decide the fate of your crisis communication response if the Ebola crisis touches your company (or the company for your work for.) On one extreme is the personality that says, “It’s too soon. Maybe we should watch it and wait and see.” On the other extreme are those who say, “Heck, let’s get prepared. I’d rather be prepared and not need it than to be in the weeds if it hits us.”

If one of your employees gets Ebola or is perceived to possibly have Ebola or may have come in contact with an Ebola patient or a place where an Ebola victim has been or has come in contact with a person who came in contact with an Ebola victim, then the crisis now affects you.

Here are 5 Ebola Crisis Communication Considerations:

1) The Need is Real

EBOLA webinar Gerard BraudThe crisis may touch your organization because of a person who is actually ill or because of rumors or hysteria. Either option may really happen, forcing you into reactive communications mode. You’ll need solid internal employee communications and customer communications. You’ll need external media relations. You’ll need to fight the trolls and naysayers on social media. Why not start planning your strategy and messaging now? My belief and experience is that you can anticipate nearly every twist and turn on a clear sunny day, in order to manage effective communications on your darkest day.

2) Ask for Help

Many CEOs and executives hire one person to manage their image. Often they will hire a marketing specialist, never realizing that marketing is not public relations, media relations, or crisis communications. Fearing reprisal from their leadership, some people in our allied fields would rather try to disguise their lack of knowledge rather than ask for help. But in the C-Suite, the reality is the boss wants you to speak up and say, “I need help. This is beyond my level of expertise.” Most people in the C-Suite, while never wanting to spend money they don’t have to spend, realize that getting help from an expert could preserve their reputation and revenue. Don’t try to fake it. That will ultimately cost you your job, as well as the company’s reputation and revenue. Never be afraid to say, “I don’t know the answer to that.” Ask for help.

3) Tie Ebola Communications to Business ROI

Preparing for communications you may or may not need will cost either time or money. It may cost both. But communications preparation can pay for itself.

Here are just a few considerations of doing nothing:

  • The cost of rumors
  • The cost of a single case linked back to your organization
  • The cost of a cluster of cases linked back to your organization
  • The cost of becoming synonymous with Ebola
  • The cost of worker illness and lost productivity
  • The cost of your company going out of business

Communications about precautions is step one. It may quarantine patient zero in your organization and keep the virus and negative news from spreading, saving the company huge sums of money in all of the categories listed above.

Crisis communication workshop gerard braud4) Plan Now

Don’t wait until you are in the middle of your crisis when you are forced into reactive mode. Proactive mode is the sign of a public relations professional. Now is the time to review your crisis communication plan and to determine if it is Ebola-ready. For some of you, now is the time to write that crisis communications plan that you have never written. Now is also the time to write messaging templates for before, during and after an event. Plus now is the time to conduct media training for potential spokespeople and to conduct a crisis communications drill. Response should be planned and never reactive.

5) Be Opportunistic

If you haven’t been able to get a seat at the table or get executive attention in the past for crisis communications, consider this your golden opportunity.

Opportunities to discuss crisis communications with the CEO and the leadership team do not happen often enough. It takes a crisis that hits all businesses equally to sometimes get their attention. The feared Y2K crisis in 2000 caused CEOs to write checks for millions of dollars, mostly to IT experts. Other companies used it as a reason to develop a small part of their crisis communication plan. Sadly, it was usually targeted at only Y2K issues. The H1N1 threat in 2009 once again got the attention of executives to the extent they were willing to give staff time and money to do what needed to be done.

The opportunity for crisis communication planning and crisis management planning is once again upon us because of Ebola. Now is the time to initiate discussions with your executives. It is also useful to seek partners from other departments. Human Resources, operations, international travel, and risk management departments all will need to manage various portions of this crisis. Each are wonderful partners who may already have a seat at the table and who already may have the knowledge and skill to get the time and money needed to accomplish your tasks.

In the coming week I’ll share more lessons and insight with you. On Friday, October 17, 2014, I’ll host a live discussion via webinar. Sign up for FREE with this link. On November 5 & 6, 2014 I’ll host a workshop in New Orleans that will allow you to create a 50 page crisis communications plan with up to 75 pre-written news releases. You’ll walk out of the workshop with a finished crisis communication plan and the skill to write even more pre-written news releases.

Ebola Crisis Communication Plan, Crisis Management & Strategy: Is It Too Soon to Talk About It?

EBOLA webinar Gerard BraudIs it too soon to talk about your Ebola crisis communications strategies and plan? A New York based public relations professional asked me that question today. I responded by saying, “Why wait? One week ago no one in Dallas gave Ebola crisis communications a second thought. Today, at lease 14 businesses and government entities have to send spokespeople out to talk to the media about their portion of the Ebola crisis.”

I say start getting your Ebola crisis communications plan and crisis management plan in place now. Your Ebola crisis can crop up without warning. Your crisis could result not only from an actual Ebola case, but from the hysteria of false information about a case.

You may own a business, be the CEO or leader of a business, hospital, school, or non-profit. You may be Crisis communication workshop gerard braudthe public relations or crisis management professional for a business, hospital, school, or non-profit. NOW is the time to realize that it only takes one case of Ebola to be associated with your organization for a world of media attention to descend upon you. Along with media scrutiny and hysteria, you will also have to deal with the online social media trolls. If you skip a beat… if you hesitate… if you are just slightly behind the story or the crisis, the institution you are associated with will be treated like a 19th century leaper – no one will want to have anything to do with you. It becomes the ultimate crisis, defined by complete harm to your reputation and revenue.

Examine the case in Texas, in which Ebola patient Thomas Duncan has died at Texas Health Presbyterian Hospital. The airline, the TSA, the Border Patrol, the hospital, the apartment complex, the sheriff’s department, the patient’s church, the school system, the Texas Department of Health, the Texas Governor, the Dallas County Medical Society, the Dallas County Coroner, and the mortuary that cremated his body are all suddenly players having to communicate about some aspect of this crisis. That means thirteen entities that were far removed from the crisis a few days ago are suddenly thrust into the crisis. Fourteen people, if not more, suddenly need to be a spokesperson about their portion of this crisis. Each suddenly needs a crisis communications expert. Even Louise Troh, Duncan’s longtime partner, has retained a public relations firm to speak on her behalf.

Gerard braud Ebola blog 1

Click image to watch

The piece-meal communications I’ve seen indicates that each of these entities are having to develop their crisis communication strategy on the fly. If they have a crisis communications plan, it appears none were updated prior to the crisis to address Ebola. In other instances, it is clear that no crisis communication plan exists, which is the reality for many organizations. And experience in reviewing a vast number of documents that public relations people call their crisis communication plan has proven woefully inadequate. In no way do they meet the criteria of a document that would guide and manage communications in a crisis.

Could you suddenly be a small part of this bigger story? You bet.

Are the odds low? Maybe yes, maybe no?

Could that change quickly because of variables beyond your control? Absolutely.

Is the risk high enough that you should invest time and money to prepare? The vast majority of organizations will say no, because they are in denial about how real the potential threat is. Yet it is a fool’s bet to stay unprepared, when the act of preparing can be done quickly and affordably. Furthermore, when done correctly, you can develop a crisis communications plan that will serve you for Ebola, as well as hundreds of other crises you may face in the future.

Is this line of thought logical? In my world it is very logical. I believe in being prepared. Yet experience tells me that this thought process will be rejected by the vast majority of you reading this and the vast majority of leaders and executives who run corporations, hospitals, non-profit organizations, schools, and small businesses. Human denial is a stronger power than the power to accept a simple option to prepare.

“We don’t need to worry about that,” is easier to say than, “Let’s get a team on this to prepare. The chances are slim, but if it happens it could destroy us.”

“Destroy us?” Is that too strong of a suggestion? Well, two weeks ago the Ivy Apartments in Dallas were a thriving, profitable business. Do you think anyone wants to move into those apartments after an Ebola victim has been there? Do you think existing residents will stay? The owners are already feeling the symptoms of damage to reputation and revenue.

Based on my crisis management and crisis communication experience, don’t be surprised if you see the Ivy Apartment complex bulldozed and the land left vacant for a time, all because they were, through no fault of their own, associated with a global crisis beyond their control.

What are the odds? Very small.

What is the reality? Likely financial ruin.

Are you willing to roll the dice if you own a company? Are you ready to roll the dice if you are the public relations expert for a company?

“Better safe than sorry,” is my suggested approach. Yet, “That won’t happen to us,” or “The chances of that happening to us is so small it isn’t worth our time and effort,” is what the vast majority of organizations will think or say.

In the coming week I’ll share more lessons and insight with you. On Friday, October 17, 2014, I’ll host a live discussion via webinar. Sign up for FREE with this link. On November 5 & 6, 2014 I’ll host a workshop in New Orleans that will allow you to create a 50 page crisis communications plan with up to 75 pre-written news releases. You’ll walk out of the workshop with a finished crisis communication plan and the skill to write even more pre-written news releases.

I’m available to answer your questions on this issue. Call me at 985-624-9976.

Gerard Braud

NFL Crisis Sets Off Cynics

NomoreblogDon’t set me off. I’m a cynic. The NFL crisis and its flawed communications strategy continues to set off the cynic in me. A huge part of my crisis communications plan strategy and the crisis management advice provided to my clients is based upon understanding how to effectively communicate to the cynics.

Sunday night the NFL crisis and the failures of Roger Goodell were not on my mind. I was watching Sunday Night Football on NBC with my wife and enjoying a Sazarac – yes, Saints, Sunday and Sazaracs. (I wish we had won the game.) My goal was to be entertained.

Without the crisis on my mind, a public service announcement ran for an organization called NoMore.org. The campaign originated in 2013, but the NFL played the public service announcement during the game in an effort to “fight domestic violence.”

What did the cynic in me think? Cover-up. White washing. Trying to cover you’re a**. You screwed up and now you’re trying to make us think you’re doing something.

The crisis was not on my mind. Great job Goodell because you just put it back on my mind. Also, my mind isn’t thinking about victims. My mind is thinking about a failure of leadership.

I’ve thought the same thing about all of the commercials BP ran following the Gulf of Mexico oil spill and crisis. The cynic in the oil spill crisis wonders just how much BP spent telling the world they are not the negligent company that they’ve been proven to be in a court of law. While BP says they’ve made things right, my sources say the marshes of Louisiana still have a lot of BP oil that has never been cleaned up.

The bottom line is:

1) Fix your problems to prevent a crisis from happening

2) Address your crisis quickly so there is never a cover-up

3) Say you are sorry to the people you have harmed

4) Don’t brag about how well you allegedly said you are sorry… especially when you have failed to fully address the crisis and the real problem.

For the NFL the problem is not domestic violence. The NFL problem is one man at the top who doesn’t know how to properly investigate a domestic violence case and properly punish a guilty player.

When you brag about the wrong thing, you set me off. Don’t set me off.

By Gerard Braud

The NFL’s Commitment to a One-Year Crisis: 7 Mistakes Causing the Crisis to Drag On

Goodellcrisisgerardbraud GoodellcrisisgerardbraudBy Gerard Braud

What expert would advise their client to let a crisis drag on for one year? I suspect the answer is zero. But the NFL’s failure at crisis management and crisis communications essentially means that the punch Ray Rice threw on Valentine’s Day 2014 will have repercussions through February 14, 2015. Here is why and here is how you can keep from making similar mistakes where you work.

1) Failure to fully investigate the Ray Rice case, or a willful attempt to hide all of the facts by officials in the NFL and/or the Ravens, have already caused this crisis to drag out six months longer than necessary. Speed is always your friend in crisis management and crisis communication and it should be a vital part of your written plan. As TMZ pointed out with their video and through their questions at the recent Roger Goodell news conference, it wasn’t very hard to get the facts and evidence.

2) Failure to do the right thing the first time will always haunt you and will cause the crisis to reignite. Just think about it — the Ray Rice case could have been finished by March 1, 2014. Here we are approaching October 1, 2014, and it is still front-page news. This is unacceptable and unprofessional. This demonstrates the NFL doesn’t have a crisis management or crisis communications plan that they follow. This demonstrates that the person at the top lacks true leadership qualities because a good leader would not allow the organization’s brand, reputation, and revenue to be tarnished over eight months.

3) Failure to do the right thing the first time and the eventual re-ignition of the crisis causes the media and others to ask, “What else might we not know? What might they be hiding? What don’t they want us to know?” Those were the questions I asked when I was a reporter. Once a reporter starts digging, it is like pulling a thread on a sweater – eventually it all unravels. The unraveling in this crisis is the additional focus. Scrutiny and penalties have been placed on other players who were previously not clumped in with the Rice case, but who have their cases tainted because of poor crisis management and flawed executive decision making.

4) When the threads unravel, it becomes safer for those who are holding secrets to come forward. This is what led to the ESPN report alleging the Ravens knew everything about the Rice case and allegations that the Ravens worked to have Goodell go easy on Rice. Although the Ravens refute the ESPN report, you can bet ESPN is doubling down on their investigative reporting. As a result, don’t be surprised if this crisis reignites again very soon.

5) Goodell made a further mistake by announcing that by the Super Bowl in February 2015, committees will make recommendations about the consistency of punishment for players and will report on the true status of domestic violence among players. This means Goodell is tainting and overshadowing Super Bowl coverage with an extension of a negative story. This is just dumb. This is intentionally stretching out brand damage, reputational damage, and revenue damage. No smart leader would tie a crisis-related deadline to the most high profile day associated with your organization.

6) Saying you got it wrong is a start, but it is not enough. The reason it is not enough is because there is no plausible reason to have gotten it wrong the first time. Furthermore, throwing money at anti-domestic violence organizations appears to be an insincere act of desperation and diversion. Also, the cynical minds in the audience believe Goodell and team owners, who used the “We got it wrong” line, were really saying, “We got caught and we regret that we got caught,” not doing the right thing, for the right reasons, the first time.

7) Trust is lost when bad decisions are made in the beginning, when flip-flops happen months later, and when the crisis is extended by bad decision-making. When sponsors drop their sponsorship, it means they have lost trust. When customers spend less on merchandise and are less likely to watch games, the lack of trust is amplified. Don’t forget your loss of trust with employees. In this case, Goodell has lost the trust of players.

A few weeks ago when this crisis became front-page news, I called for Goodell to be suspended for one year. This was for the same reason he suspended Saints coach Sean Peyton for a year, based on the concept that the leader should have known what was going on in the organization.

But in light of the seven items outlined above and Goodell’s failure to show leadership in managing and terminating this crisis, my professional advice to the team owners would be to fire Goodell. He has hurt your brand, your reputation and your revenue. Surely there is someone else who can do a better job this time and in the future.

NFL Crisis Communication Plan: 3 Steps to Good Ethics and Leadership in Crisis Management and Communications

goodell whatever

NFL Commissioner Roger Goodell

By Gerard Braud

Crisis management requires having a written plan that can be followed in every crisis in order to manage both the crisis and the behavior of the decision makers. The written plan helps insure good crisis communications can take place because there will be honest and ethical leadership.

What is honest, ethical leadership in a crisis? Good, ethical behavior is doing in private what you would do if the entire world were watching and listening.

The NFL crisis is embattled by the same type of discussions that likely took place at Penn State during their child abuse scandal. Usually, a bunch of old white guys – yes I said it – gather in a room and all say, “If people find out about this we’re in big trouble. If people find out about this, our reputation will be ruined. If people find out about this, we’ll lose boat loads of money.”

The group usually goes on to make decisions designed to hide the facts from the world as a way to protect their reputation and revenue.

This is always the wrong way to manage a crisis.

The group should be saying, “If we don’t come clean and tell the world about this we will be in big trouble. If we don’t act honestly, our reputation will be damaged. If we enact real change, we can seek forgiveness and repair our reputation and revenue. If we get this wrong, our reputation and revenue will be more damaged than if we hide the truth.”

The institution must end the crisis and not kick the can down the road. The correct way for any institution or company to protect their reputation and revenue is to end the crisis by doing the right thing the first time. This means:

1) Letting the world know the full extent of what you have uncovered in your investigation

2) Punishing those who are at the root of the crisis

3) Announcing steps to keep it from happening again.

 

Roger Goodell and the NFL:

1) Only let the world know part of what happened and likely hid facts they knew

2) Handed down a punishment based on the world not knowing the full truth about Ray Rice

3) Are now announcing steps to give money to groups who advocate against domestic violence.

Domestic violence is not the crisis at hand in the NFL. The crisis is denial, arrogance, and bad ethics by the people responsible for leading the NFL.

Yes, domestic violence is an issue for some players, but so is womanizing, drinking, drugs, DUI, getting in car wrecks, theft, dog fighting, and even murder. The players in the NFL are a representation of the population at large and the NFL can only do so much to raise awareness about all of these issues.

Ray Rice isn’t the first player guilty of domestic violence and will not be the last. The NFL didn’t throw money at domestic violence prevention in the past. So why now? The NFL is trying to distract us from the truth and the failure of the people who failed to be good, ethical leaders.

The people running the NFL are still not getting it right. In fact, they are making their wrong worse.

If my suspicions are true, more truth will come out about what the NFL did and didn’t know. As the truth comes out, credibility will be lost and the institution’s reputation will be further damaged, with a slow erosion of revenue each day the crisis lingers. Some revenue loss will come from the sponsors who pull out. Some revenue loss will come from fans who don’t buy tickets or merchandise.

The NFL must do what all institutions should do from the beginning:

1) Tell the truth

2) Punish not just the players, but the guilty executives as well

3) Announce steps to make sure bad decision-making doesn’t happen again

Suspending Roger Goodell is still a viable option. It needs to be done swiftly in the name of crisis management and ethics.