Frequently, a nonprofit crisis provides the perfect opportunity to air the dirty laundry hidden under the veneer of a charitable organization doing good. The lesson for nonprofits: You are just as vulnerable, if not more so, than for-profit organizations and you need to prepare accordingly.
Stories by Katie Paine
If you are a crisis consultant, 2020 was your banner year. When we look back at the year, clearly there were societal changes that contributed to a proliferation of attacks on brand reputation.
The pandemic and social unrest have made their mark on crisis management, Katie Paine argues. She makes her case with examples from Jerry Falwell Jr and the university he formerly ran and Rio Tinto, the minerals conglomerate that put profits over public perception when it destroyed sacred lands.
Both The Ellen DeGeneres Show and Hearst publications were caught flatfooted after allegations appeared in the media that their brands’ values failed to equate with reality. In her regular Image Patrol feature, Katie Paine analyzes the slow response to each PR crisis and provides tips for how brands should handle such issues.
Our crisis communications columnist Katie Paine assesses the responses to the coronavirus-related media attention from elderly care facilities and the cruise line industry. She finds the messages of both groups missed the boat.
Measurement guru Katie Paine compares China’s cover-up of the coronavirus and the Houston Astros’ long delay before admitting guilt in the sign-stealing scandal. Neither entity helped its reputation when it chose to ignore a crisis. Prompt response and owning your mistakes still makes the most sense.
Our crisis and measurement columnist Katie Paine looks at 2019’s worst crises. She also offers lessons learned from what she sees as the year’s top PR crises. The overarching theme is that a “boneheaded” CEO’s approach to crisis can ruin a company’s reputation, trust and financial standing.
The United Auto Workers (UAW) and General Electric Corp. (GE) took different paths in their crisis response. GE spoke out quickly, questioning accusations of an Enron-like fraud. More than that, its CEO invested $2 million of his own money into the company. The UAW, however, has barely addressed the fraud charges some of its leaders have faced. Its membership is getting restless.
This month Katie Paine looks at two crises in organizations that couldn’t be more different. First she analyzes the so-called mysterious deaths of Americans in The Dominican Republic; then she looks at scandal-plagued Deutsche Bank. The two took different crisis management approaches, though both ended up with similar results.
Measurement guru Katie Paine provides her take on Boeing’s (737 Max 8) and Samsung’s (Fold phone) crisis-management strategies. Her verdict is that neither company did a good job, though the negative implications seem to be lighter for Samsung.