It seems as PIO’s that we are beginning to look at the dawning of an era where one persons negative observation of our departments can be magnified a thousand fold through the use of social media. The power of the pen has become the power of the keyboard and we have to be prepared.
Archives for public-scrutiny
Over the holiday weekend I have had the opportunity to do some reading and investigation to attempt to put together the facts from a PR perspective of how things could go so terribly wrong in terms of the “they against us” attitude most folks now have towards the TSA. A number of PR gaffs has lead to this perception.
First off the lame TSA Administrator John Pistole used a worn out administration card saying the TSA knows what right for our citizens but unfortunately they haven’t done a good enough job educating people. Again, we’re so stupid that the wonderful changes they put in place and the stellar way in which they presented it to the public is above our scope of appreciation.
As a PR and marketing guy I have over the year been confronted, when a consumer or customer thinks that an injustice has been done to them, spew the old line “I’m going to the papers with this.”
I used to love to hear this sentence spoken when I knew someone with no case, truth or validation to their complaint assumed the “papers” would hold the presses so the masses could hear that we were out of blue logo tees or a donation receipt was not mailed to a donor within moments of the envelope being opened. The chance a journalist or reporter had in receiving a Pulitzer Prize for the irate information usually tended to have them pass on the story.
One of the problems we face as disseminators of public information in the social media realm is the question of when is too much information actually detrimental.
A University of Denver study has found that the biggest reason behind Facebook unfriending is a very obvious one: too many unimportant posts or excessive posting. Although the survey related to personal Facebook pages it is still reflective of what the average social media user would also think of us cluttering up their walls.
Nothing beats coming into work and immediately hearing “I just read the paper, it looks like you guys are in trouble again.” When I inquired into who and what was in trouble I was told that a story was in Newsday, our Long Island newspaper about the latest loser who riffled through fire department funds, betraying both his fellow brothers and sisters and the public at large.
The problem with the in your face guy who confronted me with the story before I set a foot in the door, is that he assumes all firefighters are the same and all departments are created equal. It didn’t matter to him that the ex firefighter and department in question are about 40 miles from here. For whatever reason, ours is a trade that suffers from collective guilt.
I remember that last year I received an email from a mother in the community asking if the fire department could help her third grade daughter finish an essay she was writing about fire hydrants. I emailed back to have her daughter call me with her questions. A nervous third grader did indeed call, asked her questions, and ultimately awarded the department with a hand written thank you note on lined paper, stickers and all.
A new form of reporting local news is taking root across America. It’s called hyperlocal and is much more nimble and reactive then traditional community news sources.
Next month I am inviting the editors of Smithtown Patch to the firehouse for a media open house. I hold these events several times a year in which I invite one media outlet at a time to come and tour our department and get to know a little better about who we are and how we serve the community. This is the first time I am inviting what at this point can be called a non traditional or newly emerging form of media.
A lot of what we do as PIO’s is based on standard formula and template. If we are sending out releases and working with the press at an incident scene we are pretty much like baseball umpires, calling them as we see them. There is no room for embellishment or spin in our line of work. This is one of the aspects of our job that we should be thankful for when we look at the alternatives, like choosing sleazoid PR as a career specialty.
In one of my other lives I am the lead broadcaster for Verizon Fios cable coverage of the NASCAR races at Long Island’s Riverhead Raceway. The weekly production is a “production.” A crew of around 10 toils for a good part of the afternoon to get the cables, cameras, monitors, microphones, headsets and electronic equipment in place to make things hum during the evening boradcast.
This past Saturday a racing fan with a small Flip HD video camera came up to me with a request. This woman asked me if it was permissible to video some of the racing action. She told me her son was a frequent visitor to the track and is now in the Army stationed at Fort Jackson. She felt this would be a taste of home for him. I told her it was fine and she proceeded to take her seat in the grandstand with a bunch of family members.
While we worked our way through the Verizon broadcast I noticed this woman shooting the races, interviewing family members for her son, interviewing drivers who went to sit in the grandstand after they raced.
This woman was virtually able to do with a $150 camera what it took two announcers, a 10 man crew and tend of thousands of dollars in equipment to accomplish.
I’m not a big reader of the New York Times; our politics are on the opposite ends of the spectrum. A colleague recently emailed me a link to a Times story about what not to do in case of a crisis communications emergency. I’ll admit it, it’s a great story by Peter Goodman and I encourage you to read it.
The story gives many industry leaders critiques into many of the world’s recent PR disasters including Toyota’s acceleration problems, BP’s oil spill, Goldman Sachs securities fraud and Tiger Woods marital bust-up. Interesting read.
Since we deal with crisis as PIO’s on a regular basis, there is always something to learn from others missteps!
I just read a story on Phoenix’s ABC15.com that leads me to believe that Arizona tourism might be looking to crew up a backup line if the fire starts getting too hot regarding the State’s controversial immigration bill.
The Arizona Governor’s Task Force on Tourism and Economic Vitality has hired HMA Public Relations in what the story says is an effort to “tackle any negative backlash caused by Senate Bill 1070.”
Suppose the department you serve in as PIO wanted to prove to the residents of your district that the bond issue for a new firehouse was justified due to the exemplary service you were providing to the community? And suppose you took money out of your departments taxpayer funded budget to purchase signs to place at the scene of past fires, MVA’s etc to hammer the pointy home and let everyone know about the great work you are accomplishing with their taxes? Obviously many citizens would feel a little uncomfortable that perhaps the department was over aggressively politicking for the new firehouse and that their taxpayer dollars were being used to not provide vital services but to pay for signs.
What’s currently the toughest crisis communications job in the world of public relations and public information? It very well could rest in the hands of one Brian Sibley who is the hired gun from his very own Sibley PR who is currently in the uneviable position of serving as spokesman for the Deepwater Horizon oil spill Incident Command post, the central information command for everyone involved in the Gulf coast oil spill clean up.
(more…)
Suppose we were asked as PIO’s to meet with the media directly after a structural fire where much more went wrong than right. Instead of confronting the situation and transparently addressing where we succeeded, where we failed, and what we should have done to make things run better we took a different tact. We decide to ignore the present, forget about the fire and tell the press that things would have been much worse under the leadership of the past Chief and things are going in the future to get much better. The press would look at us like we were raving lunatics.
Back in 2005 Newsday, Long Island’s major daily paper, spent eight days lambasting the volunteer fire service. Long Island, where I live, is one of the most concentrated areas in the country for volunteer departments. Close to 180 departments and districts span Nassau and Suffolk counties. In the eight part series titled “Fire Alarm” (the word alarm referred to their perception of a serious problem and not the tones we wake up in the middle of the night to answer) Newsday found fault with virtually everything the fire service does and stands for.
A couple of years ago one of the guys at the firehouse was showing me how to use Photoshop. I needed to learn some simple skills – specifically how to erase license plates from MVA photos I wanted to send to the press. As a result of boredom over the lesson the famed “sock on fire” trick photo shot was created.
It’s pretty funny when you look at some of the altered images people create with programs like Photoshop, but it is no laughing matter when the press or a news source uses these tools to create something that isn’t really there.
When I brief a Chief or department official on what to expect if a media interview appears that it will have negative connotations two of the simplest techniques I offer are:
1. never repeat a reporter’s negative language in your response, and
2. try to frame all your answers using positive language.
Sounds simple enough. Yet the news is filled with examples of people who disregard these tips.
When we look at any crisis communications scenario we work hard to anticipate the unanticipated and deal with it using the best knowledge base we have accumulated over the years. Maybe a certain technique we learned at an industry seminar or college class, maybe a case study of another crisis incident that we garnered good intelligence and experience from.
While it’s great to be book smart and learn from others experience, the top element, in my mind, of dealing with any crisis communications incident is to have COMMON SENSE. Yes, PR is allot about COMMON SENSE. There are many out there who make good livings in PR, are book smart and savvy, but totally lack COMMON SENSE.
This lack of COMMON SENSE can be traced to both the doors of the White House and hallowed hall of BP corporate headquarters in the way these two organizations blatantly lacked any tact in three incidents that happened over the weekend.
After my appearance last night on Firefighter Netcast, which I thoroughly enjoyed I sat down to recap exactly what my responsibilities are as a PIO. We touched on a number of the areas last night.
The Air Force won top honors at last weeks PRSA Silver Anvil Awards for their “Dignified Transfers” program. When Defense Secretary Robert Gates reversed the media ban on the solemn ceremony that takes place when service personnel remains return to the U.S., an approach was needed to balance both requests by the media for coverage, and the individual wishes of the families of the fallen.
When I departed Long Island for Las Vegas a few days ago I noticed that the TSA was profiling blue hair. Oh I understand everyone is on edge with recent breeches, put this was the definitive example of perhaps spending too much time on the wrong person.
I’m in Las Vegas this week attending a conference. Last night I went to dinner with a bunch of guys from Medina, Ohio who are huge Cleveland Cavalier fans. We positioned ourselves near a mega screen monitor so we could see the Cavs ultimately pounded by the Celtics 120-88.
Early on, when the game was relatively close and spirits were higher, the LeBron James rumor mill was the talk of the moment. Facing July 1 free agency everyone at the table had an opinion on whether LeBron will stay or go. With each opinion came a rumor about what someone told someone about LeBron’s status. Also with each rumor and opinion came blame. Who to scapegoat and take to task if LeBron seeks mega millions elsewhere?
As a PR guy this got me thinking. It’s not about just LeBron, it’s about sports in general. Each day is filled with stories in the paper and online, as well as sports radio and television, that are based on heated rumors and bashings about one team, coach, manager or athlete.
If these were stories about our fire departments, chiefs or firefighters we as PIO’s would be apoplectic! We would be in total crisis communications mode!! This would constitute one of the worst days of our careers.
I had the opportunity last August at the American Legion Convention in Louisville to hear Admiral Mike Mullen, the Chairman of the Joint Chiefs of Staff speak. During his talk one thing kept on ringing clear to me, Mullen wanted the public to have as much knowledge of the current conflicts as possible so they could make an informed decision on where they personally stood. This was refreshing in that Mullen wanted the public to have access to all the information at hand, both good and bad.
Now Mullen has blueprinted a new social media strategy for himself that is stunning in its scope and outreach. I can think of no other military or public official that has such a keen understanding of the value of social media and citizen outreach. It is a lesson in openness and transparency that we as PIO’s should take note of.
There are something’s good and something’s pretty bad about this story.
The LA Times recently printed a piece entitled “Hot, dangerous work inspired Fireman’s Brew.”
It’s the story of two Los Angeles County firefighters Rob Nowaczyk and Ed Walker whose daydreaming after a hillside fire by a freeway lead to the creation of Fireman’s Brew. They imagined brewing their own beer, just as they liked it, and donating a portion of the sales to benefit a LODD fund.
There is an old adage in baseball that an umpire explaining his job once said “I calls em as I sees em.” Well it appears to me that if Justin Pizzi, a reporter at WCAU, the NBC affiliate in Philadelphia, was calling balls and strikes his career as an umpire would be over before it began.
