There were many examples last month of organizations screwing up and resulting in crises badly handled. We could have piled on PwC for the Oscars, but given that Hollywood obsessed about it for weeks, it was hard to find much more to say. And of course, we would have loved to weigh in on the great leggings-on-United kerfuffle clinging to Twitter as, well, leggings do. But frankly, in these times, all that seemed trivial compared to a couple of serious crises plaguing America’s military.
When a massive, five-alarm fire broke out on a Saturday evening in busy Gilbert, Arizona, a Phoenix suburb home to nearly 250,000 residents, the Gilbert Fire and Rescue Department partnered with Gilbert’s Digital Communications Department to take a teamwork and technology approach to communication and community outreach. Here’s how they did it.
Whatever one’s stance is regarding United’s decision to uphold its dress code policy, one thing is clear: United’s response has been swift and consistent across channels. Responding and listening in a crisis, though, are two very different—and sometime disconnected—things.
Our weekly roundup of stories, trends and personnel moves in PR and communications. This week we feature a story timed to International Women’s Day, a reminder about why communicators need to monitor employees’ social media accounts 24/7 and a fond remembrance of Finn Partners’ Anne Glauber.
A video showing Uber CEO Travis Kalanick lashing out at an Uber driver put the company back in the media spotlight. Rival ride-service company Lyft might consider saving some money and suspending all advertising expenditures—Uber’s CEO might as well be on their payroll.
The blame for the Moonlight/La La Land mix-up seems to be falling on PwC, caretakers of the Oscar ballots, whose carefully guarded “ballot briefcase” tours the nation each year on its way to Hollywood. The accounting firm tweeted an early-morning statement, but has otherwise remained quiet on social media.
In today’s personality-driven culture, it’s sometimes hard to sort out whether it’s the guy at the top who causes a crisis or the culture he has created within the organization. Either way, most of the time, a crisis starts at the top. But in 2017, one could make the case that cultural and social norms are exerting a greater influence than the people in charge. The crises we’ll examine here, PewDiePie/Youtube/Disney/Google and Uber’s latest, we would argue, owe as much if not more to changing norms than to corporate leadership.
In today’s rapid-fire world of communications, brand reputations can be torn down in a moment by a single tweet or Facebook post. One of the major facets of being prepared for such a crisis is having a staff that’s ready to respond and rebuild at a moment’s notice. To investigate the process behind preparing staff for a calamity, PR News opened its Crisis Management Boot Camp on Feb. 23 with a session on building a flameproof crisis team.
It’s too early to say with a lot of certainty, but it appears Uber has absorbed several PR lessons concerning crisis management. It’s had a fair amount of practice. The most recent incident for the SF-based company has Susan Fowler, a former employee, penning a widely circulated blog post about sexual harassment at Uber. It’s hard to fault the response of the company’s CEO, Travis Kalanick, this time. He’s taken several of the basic steps of crisis management and done so promptly.
When social media channels started to emerge in the early 2000s, many of us thought these platforms would improve business understanding and help break down barriers between companies and their critics. More than a decade later, it hasn’t exactly turned out that way. These days the chatter in business sanctums is more about the weaponization of social media. Twitter, Facebook and others are being used to denigrate, belittle and demonize brands as well as the people who run them.