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In this second of a three-part series about the PR pro’s role in communicating change, the author discusses how to assess what attitudes your stakeholders have regarding change. This is easier said than done as attitudes likely will differ between groups of stakeholders, regions and professions. Owing to its importance and sensitivity, change requires communication that is multi-dimensional. This is a time for two-way communication.

A random act of senseless violence stunned the United States April 16: In a video posted to Facebook, a man driving through the Cleveland area sees a pedestrian, stops the car, announces his intention to kill, walks over to the victim and shoots him. The victim, 74-year-old Robert Godwin, was on his way home from an Easter meal with his children.

Sharp Claws: Maybe the biggest beneficiary of United’s woes was Wells Fargo, whose 113-page board report about its 2 million bogus accounts barely registered in the news cycle when it was issued Apr. 10. In short, it fingers a pair of former Wells employees: CEO John Stumpf and community banking chief Carrie Tolstedt. An encouraging note: The two will lose an additional $75 million through clawbacks, the largest clawbacks in banking history. In all, clawbacks will cost Stumpf $69 million; Tolstedt, who did not cooperate with the investigation and whose lawyer challenged its findings, will forfeit $67 million.

The About page can be challenging for PR pros as it’s a mix of a professional bio and a compelling pitch. Whether it’s for a brand, an individual or even yourself, the About page is without doubt one of the most important components of a website. It’s the first place potential customers will go to get a good sense of you. Here are some tips to help you create or enhance the About Page for your brand’s site.

If you’ve been thinking about starting a blog but worried about the time investment, you’re not alone. In a world where you can fire off a tweet or a snap in second, the prospect of blogging seems daunting from a time management perspective. But there are smart ways to make it work, and Jackie Allder, director, public relations & communications for The Long & Foster Companies, is familiar with many of them.

Burger King has transformed a simple TV ad into a mouthwatering engagement goldmine…almost. The fast-food chain would have gotten away with it too, if it hadn’t been for those pesky kids at Google (and on the internet at large). On April 12, Burger King aired an ad in which an actor asks, “OK Google, what is the Whopper burger?” The line was intended to prompt Google Home devices to read a list of Whopper ingredients from Wikipedia, but anonymous pranksters edited the Whopper Wikipedia article to include some less-than-appetizing ingredients.

Data-driven marketing is not just a buzz term, it’s a real business need. But data analysis requires human intervention and it’s easy to mistakenly select metrics that are not delivering the full picture or are misleading. To understand how marketers are implementing data, we asked five of the industry’s best and brightest: Are you using data for your social media marketing efforts? How does it guide your decisions? Here’s what they said.

Most Fortune 500 brands are working hard to cultivate a network of loyal customers online. Mostly, this community-building happens on social media when brands build pages and platforms to attract and retain those loyal customers. However, many brands develop myopic views around their categorized and quantified loyalty group, which limits the ability to reach a larger group of customers. Here are three tips to keep in mind to make sure that doesn’t happen to you.

“Dying is easy, comedy is hard,” has been attributed to different people, from the actors Jack Lemmon and Gregory Peck to thespians Edmund Kean and Edmund Gwenn. Perhaps we can augment that aphorism: “Dying is easy, communicating is hard.” Examples abound why this is so. United, Pepsi and Wells Fargo are only the latest.

Videos of a man being dragged off of a United flight Sunday night have quickly spread through the web, drawing widespread condemnation and outrage. While United CEO Oscar Munoz publicly apologized the next day and said the company was investigating the incident, he took a decidedly tougher stance in an internal letter to employees. Instead of acknowledging that the company’s “established procedures” might need to be re-examined, Munoz doubled-down, citing policy and effectively passing the buck. Worse yet, the letter went on to shift the blame to the passenger.