You know you’re having a bad day as a crisis manager in the food industry when you’re facing a deadly food poisoning outbreak.
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Do you think it’s a good idea to sit down with people who are the equivalent of the chain-themselves-to-trees people, who have a list of demands which are in some cases reasonable and in most cases impossible?
Should the CEO agree to participate in what is certain to be a negative interview? While every circumstance is different, a useful first step when asked for an interview should not be “What shall we say?” but “Shall we say anything?” That key question just could save a lot of pain.
As the war in Gaza drags on, many organizations find themselves facing the question: Should we make a statement? And what is the price if we say nothing?
New revelations brutally expose how a company ignored long-standing warning signs in pursuit of profit, leading to a costly financial and reputational crisis.
Reputation is a critical company asset, yet marketers too often create what gets to be called a “PR disaster.”
Rightly or wrongly, in many organizations the role of dissenter – or devil’s advocate – falls to the communication professional
The sound you can hear across the big end of town is the shredding of reputations in the wake of corporate crises, often triggered by moral blindness.
When a reputational crisis strikes it’s very human to look for a quick fix. But the problems now facing Qantas are a vivid lesson for companies everywhere.
Charlie Maclean-Bristol discusses questions organizations should consider when responding to a cyber-attack, including how the attacker got into the system and their potential motives.