Managing the Media Managing the Media When Crisis StrikesWhen Crisis Strikes

Cari Brunelle

Vice President, Public Reputation Services, Jaffe PR

Eleanor Kerlow

Senior Public Relations Manager, Hunton & Williams LLP

March 11, 2010

All About ReputationAll About Reputation

• Success of any business or organization rests on its reputation

• Want media to portray our lawyers, our firm, and our clients as:– Leaders – Trustworthy– Concerned members of the

community

Crisis Can Destroy Reputation Crisis Can Destroy Reputation in Nanosecondsin Nanoseconds

• Crisis – any event that draws intense negative media and disrupts normal business activity

Crisis Can Destroy Reputation Crisis Can Destroy Reputation in Nanosecondsin Nanoseconds

• Can cost companies millions of dollars to fix

Crisis Can Destroy Reputation Crisis Can Destroy Reputation in Nanosecondsin Nanoseconds

• Can even put them out of business for good

Client or Community Crisis Client or Community Crisis ExamplesExamples

(Lawyers often involved)(Lawyers often involved)

• Executive accused of fraud • SEC investigation• Fire in a chemical plant• E. coli outbreak at restaurant chain• School shooting• Plane crash or natural disaster

Lawyer or Law Firm Crisis ExamplesLawyer or Law Firm Crisis Examples

• Layoffs• Bad firm financial news, salary cuts, deferred start

dates• Group departures• Discrimination suits• Attorney or firm accused of malpractice• Attorney accused of a crime• Attorney accused of lewd behavior

Stakes Higher: Fast-changing, Stakes Higher: Fast-changing, Fast-breaking, Greater RiskFast-breaking, Greater Risk

• Viral• External is internal• Comments permanent• Blogs fan the flames• Global – across multiple time zones• Technology always changing

Must Take ActionMust Take Action

• Failure to address or contain a crisis has lasting consequences

– Still made negative headlines in 2006, after first reports of misconduct in 2001

Case Studies: Case Studies: Law Firms on the RopesLaw Firms on the Ropes

Bad PR:• Pillsbury “accidentally announces layoffs on train”• Why is Latham silent – getting “Lathamed”• Alston & Bird calls layoffs “forced restructuring”• WilmerHale describes layoffs as “career

advancement program”• McDermott Will & Emery

“eliminates free coffee”

Case Studies: Case Studies: Law Firms on the RopesLaw Firms on the Ropes

Good PR/ Well Handled:

• Cadwalader – reporter invited to firm – “no words were minced”

• Good News Watch: “Katten Moves Start Dates Up”

Case Studies: Case Studies: Law Firms on the RopesLaw Firms on the Ropes

Good PR/ Well Handled:

• Hunton layoff story: We did “our own internal stress test” but “you still bank on growth”

• Howrey double whammy – strategic responses – “old model is broken” and no comment with info

You Can Take ControlYou Can Take Control

• You can control the message• There is more time than you think• Web content and comments can be updated• The more you plan and prepare, the chance for better

coverage

The Blueprint: How to Do It RightThe Blueprint: How to Do It Right

• A crisis communications team• An internal communications plan• A media strategy plan• A list of potential weaknesses and plans to address

them• Updated information, fact sheets, documents on the

organization itself

Communications ChecklistCommunications Checklist

• Get informed of all the facts• Pull together communications team and decide on

spokesperson• Weigh risks – play out scenarios• Choose whether to do interviews or only issue a

statement• Determine appropriate channels:

press conference, blogging, photos, video statement, etc.

Communications ChecklistCommunications Checklist

• Consider one reporter you trust to go to first• Prepare all internal communications at the same time

as external communications• Synchronize timing of internal communications with

all office time zones• Prepare to go to media as soon as

internal communications completed

Communications ChecklistCommunications Checklist

• Develop talking points and Q&A for spokesperson for interviews

• Develop schedule for internal and external communications and stay with it

• Inform firm personnel of media protocol• Provide regular internal and

external updates

Don’t Be An OstrichDon’t Be An Ostrich

• Do not ignore media or stay silent; media will immediately infer the negative

• Do not use double speak• Do not use euphemisms• Do not dress up statements to “hide the ball”• Do not comment beyond the scope

of a question or speculate where facts are unclear

Do:Do:

• Use jargon-free statements that convey the facts• Prepare a few simple, easy-to-remember messages• Start with the truth – honesty and candor preserve

image and reputation best• Offer negative information in form

of honest apology, if facts warrant• Say: “We’re still looking into that”

when you must

Your Turn – Audience Response Your Turn – Audience Response to Crisis Situationto Crisis Situation

Managing the Media Managing the Media When Crisis StrikesWhen Crisis Strikes

Cari Brunelle

Vice President, Public Reputation Services, Jaffe PR

Eleanor Kerlow

Senior Public Relations Manager, Hunton & Williams LLP

March 11, 2010