NBC reported that the White House is facing a major PR crisis related to the IRS and other recent issues that have rocketed to the top of news coverage globally. As noted by many PR gurus over the years, this isn’t a PR problem. It is a management problem and deals with the fundamental values of any organization, its operating culture and ability to commit to change, then achieve it.
In crisis PR, the correct approach starts with introspection, critical analysis and long-range thinking. In the short term, recognize the problem, apologize if necessary, pledge to make changes to right the current wrong and prevent its occurring in the future, set a vision for where the changes will go, and then deliver on the promises.
We’ve covered many transgressions in the past two years that provide good lessons for any organization, individual or institution dealing with a management crisis. As referenced in an earlier blog on crisis PR, the concept is simple.
As management guru Peter Drucker noted decades ago: “Management is doing things right; leadership is doing the right things.”
The lessons come from TEPCO and the Fukushima Daiichi Plant in Japan, BP oil disaster in the Gulf of Mexico, Penn State and its molestation scandal, a surge in Toyota recalls, HP management and market turmoil and Tiger Woods, among others, with the classic case being Tylenol. Here are links to the previous posts, which carry a common theme based on the Drucker teachings and sage advice from crisis PR luminaries all over the globe that real values, mission, organizational culture drive crisis PR. Get it right internally, then tell the world.
- Real values, mission, organizational culture drive crisis PR
- Think real values, mission and culture
- Japan nuclear plant and organizational changes needed
- Managing crisis PR in the social media age
- The half life of a Tweet or comment in crisis PR
- The lightning round in dealing with a badly babbling blogosphere
- Three questions to ask at the beginning of every crisis PR program