crisis communication and reputation management presentation mgt 325

CRISIS COMMUNICATIONS + REPUTATION MANAGEMENT

Preparation is the key to successfully navigating reputation and crisis management with public relations — following a plan is easier than creating a plan in the moment., why do crisis communications and reputation management matter.

The entire world is not within your control — whether external or internal, there are forces beyond your influence that may create challenges for your organization. When crisis situations arise, you need to have a plan of how to respond or you will be scrambling only to start from a deficit.  Consider this:  Between 2014 and 2019, 74% of companies that faced a major crisis sought outside help either during or after the situation. During that same stretch, 69% of all corporate leaders experienced at least one crisis, though the overall average was three

And if recent history has taught us anything, it’s that you never know what your crisis plan will help you weather :

of companies  used a crisis plan to navigate the pandemic

The prevalence of these challenges throws into sharp relief the fact that it is less a question of  if  your organization needs a crisis communication and reputation management strategy and more a question of  when  it will be needed. Legendary business leader Warren Buffet captured the argument for planning sooner than later perfectly:

It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”

Our Approach

Communications Strategy Group (CSG®) operates from the understanding of one universal truth: Every organization will have to manage a crisis at some point. It will happen. The degree will vary, but it will happen. Crisis communication planning is an investment in planning for the worst so your company ends up with the best outcome. In a PR crisis, time is everything. A quick initial response often sets the tone for the entire process. Acting hastily without a plan can intensify the situation, while responding appropriately and rationally based on an existing crisis management plan can set a course for success.

To that end, CSG helps organizations develop comprehensive reputation management and crisis communication strategies that cover everything from identifying the people who need to be on the crisis team to frameworks for proactive and reactive scenarios.

Even the most unexpected PR crises feel easier to navigate when you already have a rubric for what to say and do, because the guesswork is gone and the plan is in place.

Crisis communications management isn’t a generic solution. It is a from-the-ground-up initiative that should reflect both the strengths and specific considerations necessary for your leadership and the company at large.

Interested in learning more about how to get from thinking about making a plan to having one in place?

Whether crafting targeted messages on unique issues or building measured responses to critical challenges, the CSG team was instrumental in enhancing the internal and external perceptions of our organization.

Jennifer Waller

Executive Director, Association for Student Conduct Administration

The leadership and staff at CSG are incredibly savvy, creative and dependable partners. I wouldn’t want to work with any other firm to launch a campaign or during a crisis. CSG helped us to strategically tailor and time our messages to influence key decision makers and shape public opinion.

Julia Hutchins

Former CEO, Colorado HealthOP

CSG has brought world-class clarity and focus to our communications efforts here at New Belgium Brewing over our 10+ year partnership. From new product launches to event support, B2B, and even crisis communications, their team is always ready and more than able to execute at a truly professional level.

Bryan Simpson

PR Director, New Belgium Brewing

The Rules of Engagement: Proactive vs. Reactive

People tend to think of crisis communications as a reactive pursuit. Even if you have a plan, it’s only ever launched in response to an event, so it is pure action and reaction, right? You can certainly make that argument, and relatively successfully. However, if we follow Warren Buffet’s advice and think in the context of reputation development as well as management and protection, it’s easier to perceive multiple modes of activity. The strategists at CSG are skilled at developing crisis, reputation and business continuity plans, both proactively and reactively.

Advance planning is ideal both for crisis contingencies and for managing your online and offline reputation as a business. This model allows CSG to tap into a 4D Framework designed to comprehensively map your company, leadership and environment. Armed with that knowledge, our team develops a plan that addresses any current and potential challenges and accounts for potential future conditions ranging from natural disaster response to negative reviews and employee or product issues.

For those situations where time is of the essence and no plan is yet in place, CSG employs CLEAR, a model designed to facilitate a thoughtful response to unforeseen situations. Ultimately, the CLEAR model helps organizations promote preparedness in times that can lead to rash communications and mistakes that compound problems. CLEAR creates space and a template for key players to assess the situation, assign roles and take appropriate action.

Insights. Influencers. Intellect.

Trends. Commentary. Analysis. You’ll find them all here.

In Hot Water Without a Crisis Communication Plan? Keep Your Cool with These 5 Tips

Clutch Honors CSG for Corporate and Crisis Communications

Taking the Lead in Public Relations in Denver

A crisis can originate anywhere*.

*BUT THAT DOESN’T MEAN IT WILL

Understanding how to approach crisis and reputation management is as much about understanding what  not  to do or say as what  should  be done or said. Comprehensive planning takes time. As you plan, take time to understand the scenarios that may result in a crisis, the optics that may accompany that situation and the basics of when and how to respond.

The experts at CSG can take you through any number of potential scenarios to help round out your crisis response plan and prepare your team. Naturally, the details and “for instances” that emerge are as unique as any business, but there are general themes that can be understood even before engaging with external experts to develop a plan. The following breaks out common sparks for crisis situations, as well as their relationship to your company.

This category of crisis is often the first one that leaps to mind for leaders. When the crisis starts internally, the scenario often boils down to “someone did something wrong” or “somebody perceived you did something wrong.” These situations may include:

• Business or product issues
• Personnel/employee actions
• Organizational/management

Perhaps even more daunting to consider, external crises often involve the actions and outcomes of “outside forces that require internal response.” This category of crisis is exceptionally broad and may incorporate the press, partners and even Mother Nature. These situations may include:

• Regulatory issues
• Customer or client actions
• Legal actions taken against the company
• Partner actions
• Natural disasters
• Whistleblowing
• Social media backlash

General Reputation Management

General reputation management is probably the category least likely to keep leaders up at night. But if not handled properly, these actions too can be a source of crisis — just ask the Cinnamon Toast Crunch social media team. The small tasks that are nonetheless worth due attention and thought in any reputation management plan include:

• Fielding everyday customer complaints on social media
• Responding to online reviews
• Managing conversations on social channels and escalating those appropriately and as necessary
• Keeping your online presence accurate and up-to-date

Hope for the Best, Plan for Everything Else

Challenges are unavoidable, but not insurmountable — particularly when you have a solid plan on your side.

Here’s a surprising yet comforting fact: 42% of companies who faced a major crisis from 2014 to 2019 said they were “in a better place,” post-crisis. While those leaders are unlikely to reminisce fondly about the experience they had, it seems the lessons learned along the way prove that it is always possible to emerge stronger and better prepared for what comes next.

For even more on how CSG approaches online reputation management and crisis communications, explore our blog.

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CRISIS COMMUNICATION AND REPUTATION MANAGMENT

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This work was aimed at determining the effectiveness of public relations strategies in the management of crisis as it affect shell. A case study approach was used in carrying out the study, while questionnaire and interview method were used for collection of data. The project report started off with the introduction of the work which comprises of the background and statement of the problem with the objective as seen in chapter one. Chapter two goes on to talk on related review done by different authors on the same or related work. Chapter three now talks on method used in analyzing and presenting the data collected as stated in this work. With the questionnaire distributed to respondents and later collected, tables collected in percentages were used in the Chapter four to present the data collected from the questionnaire, while the findings according to the data collected shows that Shell has not made reasonable effect on the social economic and financial life of its community using Rumuola. However, as revealed from the recommendations, appropriate and adequate public relations strategies was adopted by Shell or any other company, Crisis management would be drastically reduced, also other recommendation which aims to aid policy makers in Shell and other companies. The recommendation has illustrated where necessary.

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Out of the Centre

Savvino-storozhevsky monastery and museum.

Zvenigorod's most famous sight is the Savvino-Storozhevsky Monastery, which was founded in 1398 by the monk Savva from the Troitse-Sergieva Lavra, at the invitation and with the support of Prince Yury Dmitrievich of Zvenigorod. Savva was later canonised as St Sabbas (Savva) of Storozhev. The monastery late flourished under the reign of Tsar Alexis, who chose the monastery as his family church and often went on pilgrimage there and made lots of donations to it. Most of the monastery’s buildings date from this time. The monastery is heavily fortified with thick walls and six towers, the most impressive of which is the Krasny Tower which also serves as the eastern entrance. The monastery was closed in 1918 and only reopened in 1995. In 1998 Patriarch Alexius II took part in a service to return the relics of St Sabbas to the monastery. Today the monastery has the status of a stauropegic monastery, which is second in status to a lavra. In addition to being a working monastery, it also holds the Zvenigorod Historical, Architectural and Art Museum.

Belfry and Neighbouring Churches

Located near the main entrance is the monastery's belfry which is perhaps the calling card of the monastery due to its uniqueness. It was built in the 1650s and the St Sergius of Radonezh’s Church was opened on the middle tier in the mid-17th century, although it was originally dedicated to the Trinity. The belfry's 35-tonne Great Bladgovestny Bell fell in 1941 and was only restored and returned in 2003. Attached to the belfry is a large refectory and the Transfiguration Church, both of which were built on the orders of Tsar Alexis in the 1650s.  

To the left of the belfry is another, smaller, refectory which is attached to the Trinity Gate-Church, which was also constructed in the 1650s on the orders of Tsar Alexis who made it his own family church. The church is elaborately decorated with colourful trims and underneath the archway is a beautiful 19th century fresco.

Nativity of Virgin Mary Cathedral

The Nativity of Virgin Mary Cathedral is the oldest building in the monastery and among the oldest buildings in the Moscow Region. It was built between 1404 and 1405 during the lifetime of St Sabbas and using the funds of Prince Yury of Zvenigorod. The white-stone cathedral is a standard four-pillar design with a single golden dome. After the death of St Sabbas he was interred in the cathedral and a new altar dedicated to him was added.

Under the reign of Tsar Alexis the cathedral was decorated with frescoes by Stepan Ryazanets, some of which remain today. Tsar Alexis also presented the cathedral with a five-tier iconostasis, the top row of icons have been preserved.

Tsaritsa's Chambers

The Nativity of Virgin Mary Cathedral is located between the Tsaritsa's Chambers of the left and the Palace of Tsar Alexis on the right. The Tsaritsa's Chambers were built in the mid-17th century for the wife of Tsar Alexey - Tsaritsa Maria Ilinichna Miloskavskaya. The design of the building is influenced by the ancient Russian architectural style. Is prettier than the Tsar's chambers opposite, being red in colour with elaborately decorated window frames and entrance.

At present the Tsaritsa's Chambers houses the Zvenigorod Historical, Architectural and Art Museum. Among its displays is an accurate recreation of the interior of a noble lady's chambers including furniture, decorations and a decorated tiled oven, and an exhibition on the history of Zvenigorod and the monastery.

Palace of Tsar Alexis

The Palace of Tsar Alexis was built in the 1650s and is now one of the best surviving examples of non-religious architecture of that era. It was built especially for Tsar Alexis who often visited the monastery on religious pilgrimages. Its most striking feature is its pretty row of nine chimney spouts which resemble towers.

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Gagarin Cup Preview: Atlant vs. Salavat Yulaev

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Gagarin cup (khl) finals:  atlant moscow oblast vs. salavat yulaev ufa.

Much like the Elitserien Finals, we have a bit of an offense vs. defense match-up in this league Final.  While Ufa let their star top line of Alexander Radulov, Patrick Thoresen and Igor Grigorenko loose on the KHL's Western Conference, Mytischi played a more conservative style, relying on veterans such as former NHLers Jan Bulis, Oleg Petrov, and Jaroslav Obsut.  Just reaching the Finals is a testament to Atlant's disciplined style of play, as they had to knock off much more high profile teams from Yaroslavl and St. Petersburg to do so.  But while they did finish 8th in the league in points, they haven't seen the likes of Ufa, who finished 2nd. 

This series will be a challenge for the underdog, because unlike some of the other KHL teams, Ufa's top players are generally younger and in their prime.  Only Proshkin amongst regular blueliners is over 30, with the work being shared by Kirill Koltsov (28), Andrei Kuteikin (26), Miroslav Blatak (28), Maxim Kondratiev (28) and Dmitri Kalinin (30).  Oleg Tverdovsky hasn't played a lot in the playoffs to date.  Up front, while led by a fairly young top line (24-27), Ufa does have a lot of veterans in support roles:  Vyacheslav Kozlov , Viktor Kozlov , Vladimir Antipov, Sergei Zinovyev and Petr Schastlivy are all over 30.  In fact, the names of all their forwards are familiar to international and NHL fans:  Robert Nilsson , Alexander Svitov, Oleg Saprykin and Jakub Klepis round out the group, all former NHL players.

For Atlant, their veteran roster, with only one of their top six D under the age of 30 (and no top forwards under 30, either), this might be their one shot at a championship.  The team has never won either a Russian Superleague title or the Gagarin Cup, and for players like former NHLer Oleg Petrov, this is probably the last shot at the KHL's top prize.  The team got three extra days rest by winning their Conference Final in six games, and they probably needed to use it.  Atlant does have younger regulars on their roster, but they generally only play a few shifts per game, if that. 

The low event style of game for Atlant probably suits them well, but I don't know how they can manage to keep up against Ufa's speed, skill, and depth.  There is no advantage to be seen in goal, with Erik Ersberg and Konstantin Barulin posting almost identical numbers, and even in terms of recent playoff experience Ufa has them beat.  Luckily for Atlant, Ufa isn't that far away from the Moscow region, so travel shouldn't play a major role. 

I'm predicting that Ufa, winners of the last Superleague title back in 2008, will become the second team to win the Gagarin Cup, and will prevail in five games.  They have a seriously well built team that would honestly compete in the NHL.  They represent the potential of the league, while Atlant represents closer to the reality, as a team full of players who played themselves out of the NHL. 

• Atlant @ Ufa, Friday Apr 8 (3:00 PM CET/10:00 PM EST)
• Atlant @ Ufa, Sunday Apr 10 (1:00 PM CET/8:00 AM EST)
• Ufa @ Atlant, Tuesday Apr 12 (5:30 PM CET/12:30 PM EST)
• Ufa @ Atlant, Thursday Apr 14 (5:30 PM CET/12:30 PM EST)

Games 5-7 are as yet unscheduled, but every second day is the KHL standard, so expect Game 5 to be on Saturday, like an early start. 

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