My Mentor is Dead

Wiley-HilburnWiley Hilburn, Jr. has died. He is the man who shaped my writing and my career as a journalist. Each day, I think of myself first as a writer, knowing that writing is the root of my media training and crisis communications programs. Likewise, my skills as a journalist and television reporter, cultivated by Wiley, allowed me to have two great careers that have sent me circling the globe.

The death of Wiley Hilburn, Jr. is not breaking news. January 16, 2015 marks one year since his passing. Although a year has passed, I think of him often because he is alive in me. Not only is he alive in me, but he is alive in the pens and keyboards of journalists and public relations people across America.

Wiley was the head of the Louisiana Tech Journalism Department. He launched young journalists, like a parent should launch their children. Wiley nudged us, the way a mocking bird nudges a chick from the nest. He made sure we could fly. He nudged more than a few chicks out of the nest knowing they were better off eaten by a cat than to be in a newsroom. If you had the right stuff, Wiley praised you and nurtured your writing. If you didn’t have the gift for writing, he didn’t mince words in advising you to seek another career path. Every quarter he would bring each writer for the Tech Talk student newspaper in for a personal evaluation of their clipping file. We used to take bets in the newsroom as to who would leave Wiley’s office crying after his evaluation.

He was also famous for his back-of-the-classroom private evaluations about what you wrote for each class assignment. He never knew everyone could hear him until the day he praised me for having no misspelled words, just a week after giving me a C on a paper, upon which he wrote, “I’d like to take this to the Shreveport Times, where I’m known as a horrible speller, just to prove there is someone who spells worse than me.” On the day he gave me his “private” praise, the class stood and applauded. Wiley turned beat red and asked, “Have ya’ll always been able to hear all of my evaluations?” Wiley and I laughed about that day every time we visited. After my first week as a television reporter – a job he helped me secure – he sent a handwritten note that said, “You are doing great Gerard. As far as I can tell from your reports there are no misspelled words. You were made for TV.”

My creative writing style has never come close to Wiley’s. I’m envious of great creative writers who have a true gift of describing details and sounds and scents and moods. News and television writing were the places where I found my comfort zone.

Wiley took Mark Twain’s advice to write what you know. His writing was brilliant enough that he could have lived and worked anywhere, but he chose to stay close to home, living in Ruston, Louisiana writing as a columnist for the Shreveport Times and the Monroe News-Star. His columns were about the people, places, and unique little tidbits that only people along this Bible Belt region of Louisiana could appreciate.

My friend Bob Mann wrote of Wiley’s death one year ago as, “The Passing of a Louisiana Journalism Giant.”

Indeed, we all looked up to Wiley. And he always looked at us over his heavy rimmed glasses, which were broken at one hinge and held together with Scotch tape for most of the years that he was my professor. His thinning hair was always tousled. Wrinkles in suit never bothered him.

My hope for each of you is that there is someone special in your life who was pivotal in shaping your career. I hope you remember them with great fondness the way I remember Wiley today.

By Gerard Braud

Merry Christmas and Happy New Year

TreesIt is time to turn your corporate work brain off.

It is time to rest.

We’ll be taking our blog silent until January 5, 2015. But before we go, you deserve a special thank you. Your loyalty, support and readership over these many years is constantly appreciated.

Many of you have grown from being colleagues in a professional organization, to being clients, to being great personal friends. That’s really cool.

I feel so blessed that I get to serve you by doing the things that come natural to me. This day marks 21 years since I left television news and embarked on this journey with you. You’ve paved the road for me and for that I am most grateful.

At the end of every year, many public relations people tell me they feel undervalued in their professional careers. For example, many who hoped to do media training or write a crisis communications plan were told, “No, it is too expensive,” or, “We don’t have budget for that.” This negative response is also true for many of your other strategic communication and brand goals.

Rest your mind and put those negative thoughts out of your head for the next few days. We’ll revisit your goals in January.

For now, focus on spending time with your family. Focus on giving love, joy or gifts to all, whether they are best friends or complete strangers.

Please take time to experience the joy of the season.

By Gerard Braud

 

Scroogenomics and the Company Christmas Party

scroogeIn this joyous time of the year, have you noticed how grumpy some people are about their company Christmas party?

Well, have you heard of Scroogenomics? And does it apply to your company Christmas party?

Do you hear these things where you work?

Our party is so lame.

I wish I didn’t have to go to the company party, but I feel like I have to.

My boss is a jerk and I hate that I have to pretend I like him/her at the party.

Scroogenomics is essentially the theory that every Christmas billions of dollars are spent on obligatory actions or gifts that are unappreciated by the receiver. The theory goes on to say that those billions could be better used in ways that have greater value or which are appreciated more.

If your company party brings out more grumpiness than happiness, why not suggest a change next year. Why not convert the party to a toy drive and toy give away party.

The average cost per person for a Christmas party, including food, booze and venue, is about $125 per person. Multiply that by the number of employees at your company and the dollars add up quickly.

Is your company spending $125 per person to fund grumpiness?

Could it be used to fund happiness and unity?

What can you do to make a difference next year?

By Gerard Braud

 

 

 

 

The Doctor of Crisis Communications

Crisis communications doctor gerard braudIf you were a smoker and your doctor told you to stop or you would die of cancer, would you stop?

If you had diabetes and your doctor told you to change your diet so you don’t die, would you change?

Amazingly, there are people every day who ignore the advice of an expert and do the wrong thing. Some are stubborn. Some are in denial. Some just magically hope the problem will go away.

I’m watching two crisis communications patients die right now. As their doctor of crisis communications I submitted to each a plan of action that they could have taken long ago, when the early warning signs of a crisis were on the horizon. Both are major smoldering crises on the brink of igniting.

Time was on the side of each patient 60 days ago when they first contacted me. Time is now their enemy because the flash point has arrived and the media are writing stories on each. No messaging has been written. No news releases created. No media training has been conducted.

A doctor can’t miraculously cure cancer in a patient that has refused to listen to expert medical advice. Likewise, we in public relations are called upon too often to make miracles happen. We can’t always do it.

I could try to save each of these patients, but I know the effect of the communications we would do so late would be about 1/6th as effective as what was originally suggested. I know that this marginal benefit would cost them much more than the original plan, with less than satisfactory results. I don’t know that I want my name associated with a marginal response that lacks planning and execution.

Persuading audiences, engaging employees and communicating to the media takes time. Strategies are best done on a clear sunny day. Media training and writing a crisis communications plan should have been done weeks ago.

In one case, an organization will face very expensive legal bills and payouts. Their reputation will be damaged. People will likely get fired.

In another case, lawsuits will likely be filed, the institutions reputation will be damaged, I predict their revenue will fall, and there will be an employee revolt. The best employees will quit and go to work for their competition. Many angry employees will remain on the job, polluting the human resources culture for a decade or more. In the process, customer service will suffer, leading to a greater loss in revenue. This institution may also get gobbled up by a competitor as the value of the company drops.

Why do people ask for advice and ignore it? Who knows? They just do.

By Gerard Braud

Ebola Crisis Communication: Webinar Follow-up Resources

Here are the crisis communications, crisis management, and public relations resources promised in the Friday, October 17, 2014 CommPro.biz webinar and on the October 27, 2014 IABC webinar:

First Critical Statement:

In crisis communications, you should have two types of pre-written communication
documents. The first is for fast release, called a “First Critical Statement.” Some companies call these holding statements. To get a free download use the coupon code CRISISCOMPLAN when you select the item from my website store. It will deliver a PDF to you through a secured server system.

Crisis communication workshop gerard braudWrite Your Crisis Communications Plan:

In the CommPro webinar I mentioned my 2-day program to write and complete a crisis communications plan. It will be in New Orleans November 5-6, 2014. I did not mention this in the IABC webinar, but details are here if you wish to know more.

Call me at 985-624-9976 to discuss pricing and details. The deliverable is a completed 50-page crisis communications plan and a minimum of 65 pre-written news releases. You’ll walk out with 500-700 pages of completed work.

If you cannot make these dates I can hold a program on another date just for you. Call me to discuss the options.

If you missed the CommPro webinar or would like to share the content, follow this link.  IABC members should visit the IABC registration link provided exclusively to members.

Listen to the re-broadcast

Listen to the re-broadcast

Media Training Tip: Ebola Crisis Communications Interviews

EBOLA webinar Gerard BraudThe Ebola crisis has spawn a rash of spokespeople saying things to the media that should have never been said. If you are the public relations person responsible for writing statements and news releases for your hospital, company or spokesperson, this blog is for you. If you are the media trainer preparing the spokespeople, this blog is for you. If you are the spokesperson… yep, this blog is for you.

Behold exhibit # 1: A news release statement from October 15, 2015, as a second nurse at Texas Health Presbyterian Hospital becomes ill from Ebola.

The hospital released a statement saying, “Patient and employee safety is our greatest priority and we take compliance very serious.”

YOU CAN’T SAY THAT! Really, you cannot defend that statement PR team from Texas Health Presbyterian Hospital.

Here’s why: If it were true, two nurses would not have Ebola. Do you follow my thinking? Two nurses have Ebola because safety was obviously not the greatest priority and obviously compliance was not taken seriously.

Every time I teach media training or do a conference presentation, my advice to PR people and CEOs is to run every statement through the cynic filter. I just demonstrated my cynicism… and trust me, I’m a huge cynic. If you filter your statement past me, will you get a positive reaction or a negative reaction? That my friends, is the cynic filter.

My apologies to the PR team if this was not your words, but the words of your lawyers or PR firm or agency. But as a public relations professional, your job is to shout “No” when a B.S. statement like that is written or proposed.

Back in August, when the Ebola story broke regarding Emory University Hospital, CDC Director Dr. Thomas Frieden made bold statements about Ebola not spreading in the U.S. He was wrong.

Dr-Anthony-FauciDr. Anthony Fauci, with the National Institute of Health, in an interview on the Today Show this week, on October 11, 2014, said, “We’re not going to see an outbreak” of Ebola in the U.S. He even references Dallas as an example of proper containment of the virus, which as we all now know, is wrong.

Once again, if you are a spokesman, you can’t say that. You can’t defend that statement. You cannot guarantee it so you should not say it in an interview.

If you are the person providing media training for the spokesperson, you cannot allow the spokesperson to say something like that. You have to be so intense in the media training class that you push the student to the point of failure in the training class, pick them up, fix them, and don’t release them from role playing until they are perfect. Media training should be designed to let a spokesperson fail in private so they don’t fail on national TV, or any interview.

Close isn’t good enough. A crisis this serious demands the best communications possible. There is no margin for error in interviews just like there is no margin for error in containing a serious disease.

Would you like to know the magic words that will set you free? Insert the word, “goal” and throw away the words, “committed” and “top priority.” My top priority is to get people to stop saying top priority and committed.”

Instead of saying, “Patient and employee safety is our greatest priority and we take compliance very serious,” a better option is to say, “Our goal is to protect the safety and health of every patient and every employee.” (Yes, I intentionally used “every” twice.)

My statement is one that can be defended because it is stated as “a goal.” It is forward looking and aspirational, while not definitive, such as, ““Patient and employee safety is our greatest priority and we take compliance very serious.”

If you are responsible for writing statements that get re-written with tired clichés by your lawyers or CEO, your job, as a public relations professional, is to push back. If you write these type of clichés because you were taught to do this or have heard these clichés so many times that you think this is the way it should be done, please stop.

If you are responsible for media training your spokesman, you must not be afraid to push back when the student doesn’t perform well. As the trainer, you must not be intimidated, especially if you are training your boss, or in the case of a hospital, a powerful doctor.

We have an Ebola crisis on our hands. Are you making it better or worse with your statCrisis communication workshop gerard braudements?

We’ll talk about these issues and more this Friday in a special webinar about Ebola. Register here.

If you need help with your Ebola key messages, contact me for assistance writing bullet proof key messages. And if you need help media training your spokespeople, I’m happy to help. Call me at 985-624-9976.

— By Gerard Braud

 

 

 

 

 

 

 

 

 

 

Ebola Crisis Communications Lesson: Ask for Help

EBOLA webinar Gerard BraudOf all the Power Point presentations by his leadership team members, the CEO only stood and applauded the vice president who showed he was having difficulties in his division, when the other vice presidents showed rainbows and green lights. The company was millions in debt with falling sales and the CEO knew that everyone who painted a rosy picture was either a liar or delusional. The one who asked for help was the star.

A colleague shared this story supporting my premise in yesterday’s Ebola communication considerations blog. In the blog I suggested that public relations, marketing, media relations and crisis communication professionals will not be fired if they ask for help. Instead, your CEO and leadership team will respect you for telling the truth and knowing that your truth may save the reputation and revenue of your organization.

Crisis communication workshop gerard braudThe field of communications is misunderstood, even by the C-Suite. Many CEOs and executives hire one person to manage their image. They expect publicity. Often the CEO will hire a marketing specialist, never realizing that marketing is not public relations, media relations, or crisis communications. Sadly, many with MBAs don’t really understand the differences either.

Even in public relations, many do not realize how difficult it is to be a crisis communication expert. The expert is the one who prepares on a clear sunny day for what might happen on your darkest day. At the university level, most public relations classes touch on crisis communication as an evaluation of how well you manage the media after a crisis erupts. That is outdated and flawed. Preparation = professionalism.

Fearing reprisal from their leadership, some people in our allied fields would rather try to disguise their lack of knowledge and expertise rather than asking for help. But in the C-Suite, the reality is the boss wants you to speak up and say, “I need help. This is beyond my level of expertise.” Most people in the C-Suite, while never wanting to spend money they don’t have to spend, realize that getting help from an expert could preserve their reputation and revenue.

Don’t try to fake it. That will ultimately cost you your job, as well as the company’s reputation and revenue.

Never be afraid to say, “I don’t know the answer to that.”

Ask for help.

If you’d like some FREE help, join me on Friday, October 17, 2014 for a free webinar that explores what you need to do today to prepare for your possible Ebola communications tomorrow. Register here.

 

— By Gerard Braud

5 Ebola Crisis Communications Considerations

By Gerard Braud

5 Ebola Considerations Gerard Braud

Watch this video

Your personality type may decide the fate of your crisis communication response if the Ebola crisis touches your company (or the company for your work for.) On one extreme is the personality that says, “It’s too soon. Maybe we should watch it and wait and see.” On the other extreme are those who say, “Heck, let’s get prepared. I’d rather be prepared and not need it than to be in the weeds if it hits us.”

If one of your employees gets Ebola or is perceived to possibly have Ebola or may have come in contact with an Ebola patient or a place where an Ebola victim has been or has come in contact with a person who came in contact with an Ebola victim, then the crisis now affects you.

Here are 5 Ebola Crisis Communication Considerations:

1) The Need is Real

EBOLA webinar Gerard BraudThe crisis may touch your organization because of a person who is actually ill or because of rumors or hysteria. Either option may really happen, forcing you into reactive communications mode. You’ll need solid internal employee communications and customer communications. You’ll need external media relations. You’ll need to fight the trolls and naysayers on social media. Why not start planning your strategy and messaging now? My belief and experience is that you can anticipate nearly every twist and turn on a clear sunny day, in order to manage effective communications on your darkest day.

2) Ask for Help

Many CEOs and executives hire one person to manage their image. Often they will hire a marketing specialist, never realizing that marketing is not public relations, media relations, or crisis communications. Fearing reprisal from their leadership, some people in our allied fields would rather try to disguise their lack of knowledge rather than ask for help. But in the C-Suite, the reality is the boss wants you to speak up and say, “I need help. This is beyond my level of expertise.” Most people in the C-Suite, while never wanting to spend money they don’t have to spend, realize that getting help from an expert could preserve their reputation and revenue. Don’t try to fake it. That will ultimately cost you your job, as well as the company’s reputation and revenue. Never be afraid to say, “I don’t know the answer to that.” Ask for help.

3) Tie Ebola Communications to Business ROI

Preparing for communications you may or may not need will cost either time or money. It may cost both. But communications preparation can pay for itself.

Here are just a few considerations of doing nothing:

  •  The cost of rumors
  •  The cost of a single case linked back to your organization
  •  The cost of a cluster of cases linked back to your organization
  •  The cost of becoming synonymous with Ebola
  •  The cost of worker illness and lost productivity
  •  The cost of your company going out of business

Communications about precautions is step one. It may quarantine patient zero in your organization and keep the virus and negative news from spreading, saving the company huge sums of money in all of the categories listed above.

Crisis communication workshop gerard braud4) Plan Now

Don’t wait until you are in the middle of your crisis when you are forced into reactive mode. Proactive mode is the sign of a public relations professional. Now is the time to review your crisis communication plan and to determine if it is Ebola-ready. For some of you, now is the time to write that crisis communications plan that you have never written. Now is also the time to write messaging templates for before, during and after an event. Plus now is the time to conduct media training for potential spokespeople and to conduct a crisis communications drill. Response should be planned and never reactive.

5) Be Opportunistic

If you haven’t been able to get a seat at the table or get executive attention in the past for crisis communications, consider this your golden opportunity.

Opportunities to discuss crisis communications with the CEO and the leadership team do not happen often enough. It takes a crisis that hits all businesses equally to sometimes get their attention. The feared Y2K crisis in 2000 caused CEOs to write checks for millions of dollars, mostly to IT experts. Other companies used it as a reason to develop a small part of their crisis communication plan. Sadly, it was usually targeted at only Y2K issues. The H1N1 threat in 2009 once again got the attention of executives to the extent they were willing to give staff time and money to do what needed to be done.

The opportunity for crisis communication planning and crisis management planning is once again upon us because of Ebola. Now is the time to initiate discussions with your executives. It is also useful to seek partners from other departments. Human Resources, operations, international travel, and risk management departments all will need to manage various portions of this crisis. Each are wonderful partners who may already have a seat at the table and who already may have the knowledge and skill to get the time and money needed to accomplish your tasks.

In the coming week I’ll share more lessons and insight with you. On Friday, October 17, 2014, I’ll host a live discussion via webinar. Sign up for FREE with this link. On November 5 & 6, 2014 I’ll host a workshop in New Orleans that will allow you to create a 50 page crisis communications plan with up to 75 pre-written news releases. You’ll walk out of the workshop with a finished crisis communication plan and the skill to write even more pre-written news releases.

NFL Crisis Sets Off Cynics

NomoreblogDon’t set me off. I’m a cynic. The NFL crisis and its flawed communications strategy continues to set off the cynic in me. A huge part of my crisis communications plan strategy and the crisis management advice provided to my clients is based upon understanding how to effectively communicate to the cynics.

Sunday night the NFL crisis and the failures of Roger Goodell were not on my mind. I was watching Sunday Night Football on NBC with my wife and enjoying a Sazarac – yes, Saints, Sunday and Sazaracs. (I wish we had won the game.) My goal was to be entertained.

Without the crisis on my mind, a public service announcement ran for an organization called NoMore.org.  The campaign originated in 2013, but the NFL played the public service announcement during the game in an effort to “fight domestic violence.”

What did the cynic in me think? Cover-up. White washing. Trying to cover you’re a**. You screwed up and now you’re trying to make us think you’re doing something.

The crisis was not on my mind. Great job Goodell because you just put it back on my mind. Also, my mind isn’t thinking about victims. My mind is thinking about a failure of leadership.

I’ve thought the same thing about all of the commercials BP ran following the Gulf of Mexico oil spill and crisis. The cynic in the oil spill crisis wonders just how much BP spent telling the world they are not the negligent company that they’ve been proven to be in a court of law. While BP says they’ve made things right, my sources say the marshes of Louisiana still have a lot of BP oil that has never been cleaned up.

The bottom line is:

1) Fix your problems to prevent a crisis from happening

2) Address your crisis quickly so there is never a cover-up

3) Say you are sorry to the people you have harmed

4) Don’t brag about how well you allegedly said you are sorry… especially when you have failed to fully address the crisis and the real problem.

For the NFL the problem is not domestic violence. The NFL problem is one man at the top who doesn’t know how to properly investigate a domestic violence case and properly punish a guilty player.

When you brag about the wrong thing, you set me off. Don’t set me off.

By Gerard Braud

Corporate Whitewashing

NFLbreastcancerawarenessBy Gerard Braud

The NFL now has two strikes against it for throwing money at advocacy groups and causes as a way to make it appear they care about an issue. Is this corporate whitewashing?

It wasn’t until concussion issues became part of a high-profile lawsuit that the NFL began donating money to groups who could research concussions. They knew about concussions for a long time, but really did nothing about eliminating the risk.

It wasn’t until Ray Rice’s video of him punching his fiancé became public that the NFL began donating money to groups who advocate against domestic violence. They didn’t do it when other players were accused of domestic violence and they didn’t do it six months ago when the Rice case first emerged.

The only thing the NFL has freely donated to without it tied to a scandal is their October breast cancer awareness campaign. Although my cynical mind says this was done primarily as a way to embrace the highly lucrative female audience around the same time the NFL launched its apparel lines for females.

When I was a journalist covering GreenPeace campaigns, they used the term Greenwashing. Greenwashing was characterized as a company with a history of pollution contributing to an environmental cause, even though the pollution continued unabated. The cynical mind of GreenPeace didn’t hesitate to call out the diversion.

Is the NFL, in an attempt to divert attention from their crisis, guilty of whitewashing?

The rules of crisis management and crisis communications are the same as the rules of trust: Fool me once, shame on you. Fool me twice, shame on me.

It appears the NFL has two strikes clearly against them.