Wed 03, 2015

What you say can make the world a better place (or not)

If we accept that language shapes our view of the world, then how do the words and phrases our national politicians use influence and colour that perspective? Is our world a better place because of the values and actions they embrace through their communications? I decided to start this discussion after reading what Conservative MPs […]

Thu 03, 2015

The 4 leadership traits of effective crisis management

Effective crisis management requires skills and knowledge that leaders are seldom called on to use. The best way to learn is from other leaders who have proven themselves more than capable of doing the right thing when emotions are high and lives are often at stake. Leaders like: Michael McCain, Maple Leaf Foods (listeria crisis) […]

Mon 01, 2015

Crisis Management & Communication: Case Study of racial profiling

  (photo from Diversity – Canada’s multicultural magazine) Crisis Management & Communication: For organizations, it’s hard to experience a more emotionally-charged crisis than one that’s driven by racism. When security guards at Edmonton’s City Centre Mall kicked out and banned from entering the mall Gary Moostoos, a respected aboriginal elder, they were accused of racial profiling. […]

Sat 11, 2014

When we put words in other people’s mouths

Have we lost something precious in our pursuit for the perfect word or turn of phrase? Steven Burgess’ thoughtful article Society forgets that public figures don’t write their speeches reminds us all what it meant when leaders put the effort into writing their own messages. Can you think of any leaders these days who sit […]

Thu 11, 2014

Make no mistake, the CEO is your senior communications’ strategist

At the end of the day, there is no one who is more senior a senior communications’ strategist than the organization’s chief executive officer. Who else do we want to hear from when our company is going through a major transformation, with a new direction and job losses that may or may not include our […]

Six tips for leaders to address the emotion in a crisis

1341731829125_ORIGINAL

When the new Obamacare health website started crashing last year almost immediately after it was launched, no one took accountability, at least not in the early stages. And that’s what many of the public conversations focused on: no one said, “I’m sorry.”

During my career I’ve handled the communications, the “human” aspect of major issues or crises. Experience has shown me that what usually trips us up isn’t managing the logistics and details of the actual crisis — it’s the human element.

Here are my six common sense rules of what leaders need to do at the first sign of a crisis.

  1. Move fast to fill the information vacuum or someone else will. Many well intentioned leaders have encountered sharp public backlash because they and their organizations didn’t respond quickly enough. The general rule is that leaders have only a short time to respond and then they’re playing catch up.
  2. The more serious the situation, the more your most senior leader(s) must be involved. This rule is absolute if death or serious injuries occur and I am a strong believer that leaders need to be visible in any crisis that threatens health and safety. Too bad no one gave XL Foods that advice two years ago when four people died and others became seriously ill from their tainted beef.
  3. Be transparent in your communications. In a previous post, I talk about how transparency is a test of true leadership. In the 2000 Pine Lake tornado, I worked for Edmonton’s health region. We were told to expect upwards of 200 injured people, but as the night wore on, and only a few patients arrived, we began to wonder. Given the fluid nature of a disaster, it’s hard for the people on the ground to give an accurate assessment at the time it happens. As the media spokesperson, I had little to go with and decided to focus on the emergency response plans we had put in place. My goal, regardless of the outcome, was to assure people we were ready.
  4. Show your humanity. Sadly, it’s one area that leaders do not always do well. In the western world, the stoic, decisive, virtually emotionless leader is held up as the model. The key is to share yourself; the values and beliefs that drive you. If appropriate, offer condolences, an apology.
  5. Depend on your emergency response plan. Any responsible organization that’s in the public spotlight has a comprehensive plan ready to pull out. Experience has shown me that being able to rely on a toolkit of materials — templates, checklists — centres and gives us that few extra seconds to breath and plan the next steps.
  6. Feed your networks. Long before a crisis strikes, successful organizations have built social media networks and established connections with the people and groups key to their success. For leaders, this is gold. Here you have ready-made channels for your information and opportunities to start conversations and gauge the response and impact of the crisis.

The chief communications strategist. Next week I will discuss why organizational success requires leaders to take on the role of chief communications strategist.

 

 

Thu 11, 2014

Follow the facilitator: key facilitation skills can benefit today’s leaders

What do I like most about being a facilitator? Probably gathering together people with different perspectives and experiences and ushering them through the door to deeper insights. That’s what I find most rewarding about facilitating. I have facilitated meetings, situations and symposiums, including a recent one with some of  Alberta’s mental health and children’s health […]

Fri 10, 2014

The truth, the whole truth & nothing but the truth: Why that’s surprising when heard from our leaders

In The Best Corporate Apology Ever Posted to Twitter, you have a company willing to poke fun at itself while saying “sorry”. My first reaction after reading the tweet – this must be a great place to work.  Apologies are a good measure of leaders’ ability to tell the truth. How leaders apologize, and unfortunately, too often […]

Thu 10, 2014

Leaders’ talk of transparency undermines trust: What they can do about it

Make sure you have the stomach for transparency before you commit. Leaders who decide to take on transparency put a stake in the ground telling the world they and their organization can be held to this tightly defined measure. Be careful! Too many reputations have been seriously damaged by not following through. Transparency is a […]

Fri 10, 2014

The secret to strong leadership: Here are my top tips on how to build trust

Last week, we looked at real-life case studies of corporate trust run afoul. Leaders who understand the value of trust can literally save the company after it has lost the confidence of its customers or the general public. When the Tylenol product tampering crisis hit Johnson & Johnson in the early ‘80s and seven people […]