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Several situations last week prompted us to think about how brands respond (or don’t) to situations that could become crises. Ken Peterson, communications director of Monterey Bay Aquarium, and Bell Helicopter CCO Robert Hastings urge brands to include an evaluation process in their emergency plans to determine whether or not a situation is a crisis. This evaluation process should include monitoring social conversations and news coverage. That’s step 1 at the Aquarium, Peterson says. Step 2 is an initial assessment to “ramp up or stand down.”

It’s that time of year again: Spring is in the air and so are graduation caps. Recent college graduates looking to enter the communications field will face the challenge of their first round of interviews, rife with think-on-your-feet moments. Whether you’re graduating or have a friend or family member entering the PR workforce, here are six interview prep tips for aspiring PR pros.

Twitter rolled out new tools and controls May 17 that allow users to view and modify the data that helps advertisers target them. Users are now able to turn off interest-based ads entirely (although they would still see other paid posts) or curate their interests to see ads that are more relevant to them. To see which interests Twitter thinks you have, go to Settings -> “Your Twitter data.”

It’s generally accepted that brands are highly vulnerable to crises. We’ve all heard the maxim, “It’s not a question of if your brand will experience a crisis, but when.” The good news is that since communicators work across the enterprise, they are well placed to know where a crisis might erupt. But how about when it doesn’t take an experienced communicator to know that a brand might be vulnerable? We look at two incidents where issues have arisen and brands might be tempted to act.

It’s been said that a picture is worth a thousand words. If this is true, then you could argue that video and other multimedia content are worth millions. This is especially the case in the very crowded brand journalism waters, where The Coca-Cola Company is using content to simultaneously build brand love and corporate trust. Coca-Cola Journey makes (and sometimes breaks) Coca-Cola news, bringing to life the stories bubbling just beneath the surface of our business. We made this big bet because we believed that authentic stories matter.

Trying to replicate what made a post get 300 likes when your account routinely sees 100 likes per post can make you want to bang your head against the wall…Or, it can ignite a new test-and-learn campaign. Your team can make educated guesses about what worked and incorporate those elements into future posts.

A ransomware attack ravaged the globe May 12 in the form of WannaCry, a program that spread itself through a Windows networking protocol. There was a patch, but that was no help to the countless users who had not updated and installed it. Much of the blame for this has fallen on Microsoft.

A memo that reads,”For your eyes only?” Not in showbiz. On May 10, Chicago media blog RobertFeder.com leaked a harshly worded internal memo sent by talk show host Steve Harvey to all “Steve Harvey Show” employees at the start of this year’s season. The memo airs Harvey’s grievances around a lack of privacy on set and requires employees to make an appointment with Harvey prior to any direct contact. “IF YOU OPEN MY DOOR, EXPECT TO BE REMOVED,” the memo reads, before listing several other studio locations Harvey claims to be regularly “ambush[ed]” by NBC staff.

Owing to social media, consumers have never felt closer to the world of entertainment and entertainers. They color nearly everything we do. So, what is the best way for brands to take advantage of the public’s thirst for show business? While it might seem that hiring Beyoncé or Frank Ocean is the way to go, there are myriad options for brands.

You don’t have to look far to find examples of people and organizations screwing up. So as tempting as it may be to pile onto Uber’s woes or the latest airline mess, Katie Paine uses this edition of Image Patrol to look at the follow-up to crises. What you do is very important, but so is how you respond, ie, the way people and brands say they’re sorry – or don’t.