Sometimes you can’t be politically correct when dealing with the media

My friends and colleagues Mark Prosser and Todd Erskine, members of the law enforcement team in Storm Lake, Ia. recently shared a video with me that really does an excellent job of putting into perspective the challenges associated with speaking your mind when dealing with the media.

Some of you reading this realize that for years I worked daily with the media. I was one of those government spokespeople. Even today I work closely with my media friends through our business on behalf of many of our clients. However, long ago I gave up the responsibility of being the “media spokesperson” for any client or organization.

Today, I teach workshops that help folks learn how to best position their statements and survive media onslaught during a crisis. You can read all about this at our web site http://www.armstrongandassociates,org/

Back to my point. Todd and Mark shared a video interview where a representative of the police in San Francisco expresses his “real opinions” of the way the media has handled the death of a fellow officer.

Now, before I proceed let me explain a very important point.

I have known and worked with law enforcement, the military and intelligence agencies for many years. I have a background in military intelligence operations. Doug Bailey, a dear friend of mine who was killed a few years ago in an auto accident, was a police officer for Vanderbilt University and I had the honor to deliver his eulogy. I am not without prejudice and basis when it comes to helping law enforcement officers learn how to deal with the media.

The video that I reviewed violates a number of the key issues associated with “political correctness” and even falls over into the areas of “speculation” a couple of times.

However, IF the information this officer delivers is correct — and that is the key — then more power to him.

He says what many of us — myself included — have wanted to say more than once.

I only hope that his facts are correct and that he understands that it is true in the political and media arena “for every action there is an equal an opposite reaction.”

I suggest you watch the video at: (cut and paste)http://mfile.akamai.com/12948/wmv/vod.ibsys.com/2006/0728/9591734.300k.asx

Now, for my thoughts and commentary on this as a professional media trainer and a consultant who has 35-years experience in the field:

1. This man in the video representing the SFPD shows unbridled passion and expresses his opinion very clearly.

2. However, I know for a fact that his superiors are “quaking in their boots” because he is being politically incorrect. Yet, I believe he has every right to be justifiably outraged at how the media has “cast” this case into the public arena. This is something a media spokesperson would not normally do — show his passion and his emotions and voice such an unabashed opinion.

3. However, he clearly states that this is his opinion and if you have ever lost a man under your command you can clearly identify with his position.

4. As long as he has his facts correct - and this is critically important and the key - he has every right to his opinions and can state the position he holds as long as he understands the ultimate consequences.

5. You would not, of course, never want to put yourself in the position of jeopardizing a case the District Attorney has to carry forward - and the FACTS must always be accurate IF you are going to step out such as this.

6. We must always remember that in government and public service there are consequences when we get off the reservation - it is just the way the business works and that for “every action in the political world there is an equal and often opposite reaction.”

7. I say he is RIGHT ON TARGET except that IF he is in a nonmerit position his job is at stake most likely because of his comments directed about and towards the judges - there will most likely be HELL to PAY but I don’t fault him the least - and everywhere BUT in San Francisco he would be loudly applauded for his honesty and candidness.

8. I quite suspect this man slept better the night after this than any night of his life! And YES sometimes we just have to do what is right and let the chips fall wherever they may.

And that is my assessment.

My appreciation to Todd and Mark for sharing this insightful video with me.

Let’s be careful out there.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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A Mutli-part Series: Part 2 - An Assessment of Larry G. Hincker, University of Virginia’s Chief Spokesperson’s Performance

I suspect that when Larry G. Hincker joined Virginia Tech in 1989 he never conceived of the possibility that he would one day be the spokesperson for the deadliest campus shooting in the history of the United States.

Yet, as many professionals have had to do over the years, Hincker stepped to the plate in April 2007 and carried a heavy burden.

More than 400 media worldwide descended on that campus and students, faculty, staff, alumni and families had to be dealt with as efficiently and effectively as possible under the most trying of circumstances.

Hincker, associate vice president of the Office of University Relations, did a number of things well and some things could have been done better.

This column looks at both sides of the assessment and makes some observations.

You must know your audiences

We assess Hincker did a better than average job at understanding all his audiences.

Seemingly, Hincker assessed his target audiences as the students, the faculty, staff, parents, alumni, and his neighbors the people in the region. Although at times apparently working through shock and not really knowing what all he had to do, he did for the most part still understand the need to get accurate information to these audiences and worked toward informing them as best he could.

The program at Va. Tech functioned better than average probably because of the different mediums available to them to communicate to the targeted audiences. The university used e-mail, surface mail, their publications and their web site most effectively.

The web site http://www.vt.edu/ provided a 24/7 immediate way for anyone to connect to the university during the crisis.

Planning provided foundation

The Va. Tech pre-planning for a crisis saved lots of time and allowed for an effective implementation. The plan appeared to have been resilient and Hincker notes that the       ” the simpler the plan the better” speaking to reporter Dr. Frances Ward-Johnson APR in PRSA The Strategist  (Summer 2007).

However, Hincker is quick to note that a plan is essential. It is obvious that no organization could possibly be prepared to handle the extensive media attention that Va. Tech had during this time without a plan.

The old adage “expect the unexpected always” served the university well.

Va. Tech’s plan provided the framework for decision making, for example, although they had planned for a media center in the event of a crisis the center was not sufficient in size to handle the 400 plus journalists and their equipment.

However, the plan forced them to consider alternatives and make decisions to handle the situation expeditiously.

Media sensationalism

You and your senior management must be prepared for the media sensationalism that will always occur.

Although Virginia Tech had its share of sensational media coverage, which is to be expected in any situation such as this, overall the media seemed to work well with the university and assisted in some cases I believe in getting their messages out quickly.  

When the media is willing to assist your senior management in setting up and doing press conferences then you have a major advantage.

Our observations

As a crisis communications’ consultant, here are some observations we have:

• Hincker did a commendable job under very difficult circumstances and although he may have deviated from some of the standard approaches to crisis communications at times overall we would give him a solid “B” for his performance.
• Daily organization of information and keeping up-to-date during such a crisis is a major challenge for the spokesperson under any circumstances. The relationships the spokesperson has with the crisis managers is critical and those relationships must be established prior to the crisis.
• Hincker brought in experts when available and needed. He knew the extent of his expertise and did not speculate or pontificate to any degree we can assess.
• He understood that journalists, students, families, faculty and staff were as shocked as he and all the others at Va. Tech were at the carnage and situation. His empathy with these folks, and especially the journalists’ job and their coverage, helped establish needed rapport.
• Hincker understood the need to establish boundaries for the media. His posting of signs to “please respect their grieving process and to not go beyond these doors” was the right thing to do. For the most part the media respected it.
• Va. Tech’s use of their web site and the tie Hincker had with that staff to keep information updated was well executed because they used a “light site” based on previous experiences with crisis’s on campus.
• Va. Tech was behind the curve on getting their text messaging system in place. Although they had a new system that would have effectively used text messaging it was not yet on line when this crisis occurred.
• Hincker knew intuitively when to end the crisis and the ensuing press conferences and did so appropriately. The media agreed with his assessment.
• Hincker understood the need to accommodate the media. He provided them places to sleep in the media center and food and coffee.
• The university understood the importance of accepting pro bono assistance from the services of a local public relations firm.
• Finally, Hincker is very clear that he will not allow his university to be defined by this singular horrific event. He is now turning his attention to repositioning the image of the university back to the important aspects of Virginia Tech.

Larry Hincker’s professionalism and performance was exceptional under the most horrific and trying of circumstances. We commend him and are honored to have him as a member of our profession.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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A Multi-Part Series: Part 1 - An Analysis of the Virginia Tech Crisis — Observations and Recommendations

The deadliest campus shooting in U.S. history occurred this past April.

Students, faculty and staff at Virginia Polytechnic Institute and State University watched in horror and disbelief on April 16^th as Seung Hui Cho murdered 32 students and faculty members and wounded 25 others before killing himself. The tragedy occurred five days short of the anniversary of the massacre at Columbine High School, previously the largest massacre on a campus.

The media and public response was extensive. What made the Virginia Tech’s Public Relations Director’s job even more challenging was that the majority of the students were killed and wounded two hours after Hui Cho had killed two other people on campus.

When a crisis such as the one at Virginia Tech occurs, at the time of the crisis and during it is not the time to be thinking about a crisis plan. During such events a well-thought-out, resilient and flexible plan is critical to survive. Communications must be quick and through multiple channels, and as we will see the channels of communications vary form organization to organization.

I have been asked by numerous colleagues to provide my insights on what went right and what went wrong at Virginia Tech that day because of my background in crisis management.

However, until now I have held back my opinion because I felt that school officials and the task force set up to review the incident deserved time to do a thorough analysis of the entire situation without doing so as many pundits have. Therefore, I chose to not comment during the crisis or immediate following it, although many of my colleagues opted to comment and I respect their decision.

Now, that the task force has completed its work and the media piranhas have moved on to other fodder, I am providing these insights to my colleagues and clients. Hopefully, you will read some thoughts here that may challenge you to review and revamp your own crisis plan.

“Feeding the Bears”

Virginia Tech attempted to be transparent and open by having a number of press briefings as the event unfolded.

In fact within hours after the shootings a press briefing attended to by President Charles Steger was held. He addressed, quite capably in most cases, what information he could in a straightforward yet still quite vulnerable manner.

It must be remembered that the President, and everyone on the campus, was dealing with their own personal reaction to this tragedy and that always complicates how well a crisis can be handled.

The university’s communication team, led by Larry G. Hincker, the chief spokesperson attempted to maintain transparency hoping to leave little room for speculation and rumor.

Yet, when you rely on a QA format (never good when you don’t have confirmed information, or new information) for your press briefings, as opposed to simply making a confirming statement about facts, or providing time lines and informational handouts, you expose yourself to criticism from the media, the public and other stakeholders.

Remember you have to “Feed the Bears” as consistently, or at least as often, as you can during a crisis and if they know the feeding schedule and you adhere to it life will be easier for everyone.

Inform the key stakeholders 

Always inform your primary audiences as quickly as possible

The university sought to unite the community and their students by as promptly as possible informing students, their families and the greater community of memorial services to honor the victims and by providing counseling services for the survivors.

However, this was on the back-end of the event.

On the front-end of the crisis students, faculty, staff and the community were not informed adequately and quickly in my estimation of the possible threat. This lack of urgency, driven by the fact that law enforcement speculated that the initial two shootings were the result of a domestic dispute between the shooter and those involved, led to the loss of valuable notification time to other potential victims.

There was an hour between the first shooting and the start of classes where text messaging and e-mail could have been used as one means of informing the audiences. 

It is critical during the crisis management planning process to assess carefully, prioritize and then determine appropriate channels that will allow you to communicate to your primary audiences as quickly as possible during times of a crisis.

My friend and associate Larry Smith, President of the Institute of Crisis Management, Louisville, Ky notes (The Public Relations Strategist, Summer 2007) rightfully so that the first thing to collapse during a crisis are the telephone and computer servers because of the demands placed on them. As usual he is absolutely correct.

Yet, evolving technology and the different communications patterns of the Gen X, Y and Z folks demands that all institutions, especially colleges and universities, assess how best to utilize the systems that these students use to get information.

Text messaging is one of the primary ways that these students communicate these days and technology is now available that can reach all those who wish to be reached by texting, if, and this is a big IF planning and data basing is done in advance.

Potential users of this technology would obviously need to secure telephone numbers in advance and keep it updated — granted this is a daunting task yet one that must be part of the future planning processes.

If you question that texting is becoming the preferred mode of communications, just look at the recent revelations in the killing and wounding of the students in New Jersey. All four students were just minutes prior to their attack, text messaging one another even though they were in close enough proximity and could have talked with one another.

Always maintain control

“In the first few hours of a crisis you have no questions you can answer,” Smith says.

Although well intended, when the president of Virginia Tech opened his first press conference the best he could have done was to read a prepared statement and then notify the media when he would return.

When he opened the floor to questions to the media, he simply had no answers to share. This made him and his staff look as if they were not in control of the situation.  When given openings such as this the media will expect information that you can’t yet deliver.

Never open the floor to questions until you have verifiable information you can share.

Expect the unexpected

When the crisis hits you can be assured that the media will be there. Often times quicker than you could expect and coming from distances and in numbers you never planned to accommodate.

More than 400 outlets worldwide had to be dealt with at Virginia Tech. More importantly, traumatized students, faculty, staff and families all wanted answers quickly.

Plan length is not an indicator of anything

Too many organizations have lengthy, convoluted and hard to follow written crisis plans that they never bother to practice, or even tabletop drill. Get rid of them and start all over!

The length of a plan is irrelevant, what is important is that the plan is workable, do the people that need it have it, and have they been properly trained and consistently drilled and practiced on the plan?

Plans, frankly for the most part are meaningless, because in a real-life, real-world crisis you must be resilient, flexible and have the ability to roll-with-the-flow and most plans are not designed this way.

Planning, practicing and rehearsing plans, however, when done well and with thought forces the people that have to deal with a crisis to consider all their options and how best to organize to handle the crisis when it does occur.

A good plan is simply a road map that gets you started on the right path forward.

I will share additional insights in the next posting.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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I told you so! “Sicko” darling of Cannes Festival

What did I write a few days ago folks about Michael Moore?

Today, AP reports that the rumpled, disheveled, and some would say obnoxious producer of “Sicko,” the definitive expose of the American Health industry, none other than the now infamous Michael Moore is now a “rock star” at the Cannes Film Festival.

The “ferocious” attack on the health industry has become the talk of the French film festival this year and Moore, ever the guerrilla marketer, is at the heart of the adoration.

And always marketing controversy, Moore says that he is not surprised they are coming after him, after all he is just the little guy (David) taking on the drug companies and the health insurers (Goliath). Moore was referring to the Department of Justice’s investigation into an alleged illegal trip to Cuba that he took while making the documentary.

I highly suggest that the objective of his latest documentary was not to get to the truth of the state of the health care industry in America; rather the objective was to make a few million dollars and to continue his rising star power.

Mission accomplished — for now.

Those that believe he walks on water will continue to believe so and those who think he is the anti-Christ will continue to hold onto their crucifixes and pray for deliverance.

“Sicko” will make millions for the “common man” from Dearborn, Mi. yet adds little or nothing to a reasoned debate on how to fix the system.

Am I psychic or what?

Nope not even close to being psychic, I simply recognize good marketing when I see it.

Keep your own eyes and ears open to such g-marketing tactics and learn from them.

Until next time.

L. Darryl Armstrong

ARMSTRONG and Associates

Guerrilla marketing doesn’t get any better than this

Michael Moore and the Feds – Round 1

Always setting the stage for controversy, whether you agree with his politics or not, Michael Moore is in the best sense of the word a true “guerrilla marketer.” 

The Federal government revealed today that Academy Award-winning filmmaker Michael Moore is under investigation by the U.S. Treasury Department for taking ailing Sept. 11 rescue workers to Cuba for a segment in his upcoming health-care documentary “Sicko.” 

The Feds are in actuality now helping Moore to ppromote his newest “documentary” that he has entitled “Sicko”.

The Associated Press reports that “Sicko” promises to take the health-care industry to task the way Moore confronted America’s passion for guns in “Bowling for Columbine” and skewered Bush over his handling of Sept. 11 in “Fahrenheit 9/11.”  

Moore is by all characterization either the hero of the Progressives or the hated bad boy of the Conservatives. What he really is — is a self-promoting g-marketeer that understands that controversy sells to any political persuasion. 

The U.S. Treasury Department’s Office of Foreign Assets Control notified Moore in a letter dated May 2 that it was conducting a civil investigation for possible violations of the U.S. trade embargo restricting travel to Cuba.

In other words folks, Mike Moore was visiting Cuba without approval and that’s not allowed.

In March, Moore took about 10 ailing workers from the Ground Zero rescue effort in Manhattan for treatment in Cuba, said a person working with the filmmaker on the release of “Sicko.”

The person requested anonymity because Moore’s attorneys had not yet determined how to respond.  

Moore scolded Bush over the Iraq war during the 2003 Oscar telecast, received the letter Monday, the person said. “Sicko” premieres May 19 at the Cannes Film Festival and debuts in U.S. theaters June 29.

Moore declined to comment, said spokeswoman Lisa Cohen. In a statement Thursday, “Sicko” producer Meghan O’Hara said the Treasury investigation might be an attempt to undermine the film. “Our health-care system is broken and, all too often, deadly,” O’Hara said.

“The efforts of the Bush administration to conduct a politically motivated investigation of Michael Moore  and `Sicko’ will not stop us from making sure the American people see this film.”

After receiving the letter, Moore arranged to place a copy of the film in a “safe house” outside the country to protect it from government interference, said the person working on the release of the film. Sept. 11 rescue workers “risked their lives searching for survivors, recovering bodies, and clearing away toxic rubble,” O’Hara said. “Now, many of these heroes face serious health issues, and far too many of them are not receiving the care they need and deserve.” 

All publicity is good publicity – maybe

So, Mike Moore the down-trodden, common man from Michigan, who dresses as slovenly as about anyone I have ever seen, (it’s all part of his marketing persona folks) is now taking on the health care system in this country. 

And now we know that the Federal government is conspiring to keep this film that speaks only the truth, and nothing but, from the American public and has the audacity to investigate its producer, who may have broken Federal laws. 

Folks, I love this guy, not that I agree with his politics and rantings and ravings, but I love his understanding of how to market his products, how to create buzz about his work, how to play to the media starving for scandulous news about his latest exploits and undertakings against the establishment. 

Do you think it is a coincidence that it is revealed today just days prior to the release of his new movie that he is being investiated by the Federal government? 

Do you think it odd that Michael himself is not speaking but letting his spokeslady speak for him? 

And Michael, always leery of the government’s intentions, a mild-mannered multimillionaire from Michigan, seeking truth and justice has even “squirreled” away a copy of his film in a “safe-house.” 

Don’t you just love this? 

Put aside your politics and look at the ingenuity of this creative, out-of-the-box, g-marketing strategy. 

Why if the Feds had not found out about his actions and started an investigation, had I been Michael, I would have turned myself into them. 

I wonder if Michael ever thought of that? 

Someone once said, I think it was P.T.. Barnum that “All publicity is good publicity.”

And you know he might just be right. 

After all, what is the worst that can happen to Michael Moore, the Academy Award winner, the multimillionaire who wants to still portray himself as the common man, the provoker of all parts of the political establishment, fighting the “giants” of society? 

Well, maybe a hefty monetary fine, a few hundred hours of community service, even a little jail time?

And you know what, every single one of those actions taken by the Federal government will get him even more publicity. 

Am I advocating that you poke your finger in the eye of the Federal government to sell your products or services?  

No! 

However, understand how the media works. The media is always looking for: 

• A story that pits good against evil; right against wrong; left against right; — you get the idea.

• And that’s what the media is all about. They want a story. A story to be good has to be provocative. It has to have a start and middle and an end.

• It has to have compelling characters that the public can identify with even if they are not what they seem to be.

• A good story can have David (Michael Moore) taking on Goliath (Federal Government, health care, gun owners, the President) and in some small way making a difference or at the very least a statement.

I predict that Michael Moore’s “Sicko” will once again make him millions of dollars and a large part of that profit comes from his understanding of how to use the media to get publicity to his project. 

I recommend that if you want to learn more about such strategies and tactics that you get and read a copy of Guerrilla PR Wired : Waging a Successful Publicity Campaign Online, Offline, and Everywhere In Between (Paperback). 

Until next time - from the Baltimore Airport…

Dr. L. Darryl Armstrong

http://www.armstrongandassociates.org/

     

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