Damage Control 101 - What to Do

As much as it irks public relations types, you can't control the story. And the tighter you squeeze, the more slips out between your fingers. No matter what size of business you have, you may be presented with a situation where you have to answer some undesired questions or clear up some misconceptions.

Sometimes those issues aren't even of your own control. I sit on a board and we're continuing efforts to combat the damage caused by an erroneous newspaper headline months ago. We didn't create the misconception, but we have to deal with it. And while the truth is a powerful tool, it's often difficult to ensure it gets heard above the din of speculation, false information, and social sharing.

Unfortunately, as anyone with any experience working in media knows, the initial damage spreads the farthest. Even though libel laws indicate that corrections, retractions, and apologies must have the same prominence as the initial item, the fact is that the secondary truth rarely resonates as loudly or as far as the initial statement. This is subject to exponential disparity if you choose not to respond to an allegation.

This is the first in a two-part piece on what to do (and what not to do) when it comes to damage control.

What to do:

Be Honest. Completely.

Get it all out up front. If there's an issue with a product (for example, a recall), be as open and honest as you can with your customers. Don't leave things out in the hope that they won't be discovered because, in the age of the Internet, they will.

While the Web can be your greatest enemy (instant dissemination of content, mass reach), it can also be your greatest ally. It affords you the opportunity to get your message out, immediately, without the need for a third-party distribution. Whether that's a post on your site, a link to a release or info sheet, or posts on social networks, you can respond in real-time to any issues that are out there. It also affords you a point of reference for media and readers to return to.

No matter how bad the situation gets, it can only be exacerbated if your customer s finds that you've been withholding information. Get in front of the issue and be open about it all.

Apologize. Sincerely.

This could easily be the first point because it's the most important. Apologize sincerely. Don't include caveats, divert blame, or make excuses -- just come out and say, "We screwed up and we're sorry." Don't use backhanded apologies like "We apologize if some people were offended by..." Own the error and do it completely.

Tell them What You Can. Legally.

When it comes to negative communications, I advocate holding fast to this simple statement: tell them what you can and tell them what you can't -- but tell them why. 

This is especially important with Web-based information. Anything you publish has a permanency of record. Make sure all your i's are dotted before you go out with something, because it is your official word.

From corporate restructuring to allegations of personal impropriety, your stakeholders -- both internal and external -- deserve to know everything they can. But people are also understanding. If there are issues that can't be told due to contractual or legal issues, they'll understand. But you need to put that forward up front.

Rectify. Enthusiastically.

The explanation and apologies are the first steps, but the true signs of contrition come from ensuring that behaviours aren't repeated.

On social media, we see it all the time -- people running off their mouths, then apologizing after the fact. The apologies are hollow, though, because the behaviour is repeated. Subsequent apologies are taken as empty promises by the intended recipients because actions speak louder than words.

Ideally, it's something you can share in your initial missive -- explain, apologize, and then lay out exactly what is being done to rectify the situation and ensure it doesn't happen again.

Another advantage of the Web for this type of communications is that it allows for exponential reach. If one customer is posting something that is bothering them about your company or product, chances are others share that feeling or are reading it. By posting a response, including details about what steps you're taking to resolve the issue, then you are benefitting from that same exponential reach. Ideally, those responses, or the page on which it lies, will show up in search results and can serve as a proactive, but passive, resource for future queries.

And, generally, I don't believe that firing someone is the solution. We live in a society that puts a theoretical premium on learning from mistakes, but in practical application the pitchforks are quick to the whetting stone. Mistakes happen, there may be lapses in judgment, especially when you're moving at the speed of business. The old adage of once bitten, twice shy applies -- if you've screwed up something, you're going to be extra vigilant to ensure it doesn't happen again.

Three Times Bad. One Time Good. Mathematically.

When it comes to communicating bad news, you have to do it three times as much as you would with good news. Reinforce, follow-up, and stay at the fore. That might mean a staff meeting, followed by an internal message, combined with an update a couple of weeks later.

Externally, meeting with the media or issuing a press release, followed by a corporate blog, and a steady stream of updates at least helps you get your message out there.

Tomorrow we'll follow up with the "what not to dos" of damage control. But first we turn it over to you -- what do you do when dealing with bad news? Do you handle the message differently based upon whether it's an internal or external audience?

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