As some of my journalist friends have told me over the years, “You see one PR program and pitch, you’ve seen them all,” and it’s hard to disagree with them because so many PR approaches are similar. The truly original PR program with creative thinking is the exception to the rule. And as a journalist and editor at New York City dailies and wire services before jumping the fence to PR, I can’t disagree with my former journalistic colleagues.
Perhaps PR crisis strategies are the most similar programs offered to clients. So this essay will not follow the usual PR crisis proposals. Instead its theme is “How Not To Make a PR Crisis Worse.”
Before, during and after my nearly 25 years at Burson-Marsteller, during the days when it was the leading international agency, I always believed that protecting a client from media controversy was more important than the “big hit.” Thus, I always practiced “precautionary PR”—meaning crisis prevention—when planning or implementing an agenda. But unforeseen happenings occur.
So, below are 12 top-line not-to-do specifics. Not following them can result in making a PR crisis worse.
Do not panic if a negative story about your client appears.
What to do: Unless the article is about a major happening, wait a day or two before responding. That’s because most negative articles have a short shelf life. Responding too fast might result in giving a one or two-day story legs. The exceptions are if the article contains illegal activities, injuries or loss of life. Then consult with the client’s attorneys to formulate a response.
Never ignore a journalist’s inquiry
What to do: Immediately notify your client about the inquiry and together craft a reply. Ignoring the reporter’s question usually results in the reporter’s thinking that you are stonewalling or hiding something and can result in more aggressive journalistic tactics. But you don’t have to reply until you have researched the facts of a situation. Tell the reporter that you’ll have a statement after you research the facts.
If a reporter says he’s on deadline and must have an immediate response to a question, do not rush a reply.
What to do: Rushing a reply usually leads to providing incomplete information, meaning that often it will have to be retracted as new details are uncovered. Instead, tell the reporter that you will get back after researching the question(s). Remember: A journalist’s deadline is not your problem.
Don’t let yourself become victimized by a media feeding frenzy during a prolonged crisis.
What to do: If the crisis is of long duration, don’t let bad news trickle out. Get it all out ASAP. An occasional interview with the CEO, especially at the beginning of a crisis, is an option, but not recommended. It’s better to have an executive who is directly involved with the crisis be the spokesperson.News and statements can be posted on a website. Also, consider email interviews with beat reporters from time-to-time.
When speaking to the media, always tell the complete truth.
Why: Misleading or lying to journalists will result in additional negative coverage as reporters try to ascertain the truth.
Never answer a question with “no comment.”
Why: Explain why you can’t answer the question. Answering “no comment” can be interpreted as being fearful of telling the truth.
Don’t answer “what if” questions.
Why: Doing so can open up a new line of questioning by reporters.
Never try to shift the blame for a crisis.
Why: Doing so always results in additional negative coverage because reporters will report on responses of the accused entities or individuals.
Don’t only rely on your friends for advice.
Why: During a PR crisis seek advice from colleagues who you might not like or do not normally work with. A fresh eye sometimes sees things differently that account handlers too close to a situation might not see.
Do not agree to have your client do a taped TV interview during a crisis.
Why: Taped interviews can be edited before televised in a manner detrimental to your client.
Always consult with the client’s corporate attorney before issuing a comment to the press about a crisis.
Why: There is only one objective during a PR crisis: Protecting your client and not making matters worse. That’s why it’s important to clear all responses to the media with the client’s attorney.
I’ve always advised people who reported to me to pay close attention to the daily news, particularly to the political news, because there are valuable lessons on how not to make a PR crisis worse. Two examples from the political world:
Taking a belligerent stand during a PR crisis will make matters worse.
Why: As evident during the Epstein files situation, instead of just denying that he didn’t know anything about the birthday book and sticking to that story, President Trump made continuous remarks during which he denied anything to do with the book, citing the drawing and handwriting as evidence. The problem is that the handwriting on the card matched his, and he had a proven history of making drawings. His denials led to other articles. He would have been better off not masking any statement other than his first one and let his attorney answer any other questions.
U.S. Secretary of Homeland Security Kristi Noem’s speaking out against the National Football League’s announcement that Bad Bunny will perform at the Super showed a major ignorance of PR 101.
Why: Normally, the announcement would have been a one or two day story and would not have been revived until closer to the Super Bowl in February. But the announcement was given legs by Ms. Noem’s comments especially that ICE would be at the game, ensuring on-going media coverage throughout the football season. Also, it has attracted the attention of people who know nothing about Bad Bunny, who are likely to tune in to see his act.
Earlier in this essay I wrote, “Rushing a reply usually leads to providing incomplete information, meaning that often it will have to be retracted as new details are uncovered. Instead, tell reporters that you will get back to them after researching the question(s).” Ignoring questions, leads to a suspicion of a cover-up.
Example: On Oct. 16, a study published in the JAMA Ophthalmology” finds that pickleball-related eye injuries have increased at an alarming rate over the past four years as the sport continues to grow in popularity. Eye protection is not currently mandated for casual or professional play. Establishing standardized guidelines for eye protection is recommended to reduce the risk of ocular injuries among players.” As of Oct. 29, the date I submitted this essay, USA Pickleball had not responded to reporters’ questions about the study, a tactic that suggests USA Pickleball has no good answer to questions and is attempting to suppress further reporting on the study. Doing so is a PR 101 mistake. Never let reporters’ questions go unanswered indefinitely. In this case, even a “We’re studying the matter,” which is similar to a no comment, would have been better than saying nothing.
It’s important that young PR practitioners should not let higher-ups pressure them to mislead reporters during a crisis (or at any other time) because long after a crisis has abated, the reporters will still have their jobs. So it’s important to stay on good terms with them. Because in the future you may need their help.
