Page 15 - May June 2022 CBA Report

trust to an anxious public and curious news media.
Media and social media are important tools for shaping the story’s narrative. Their influence should not be dismissed. If conversations, speculation, and accu- sations are heating up, a statement acknowledging the situation and how the client is working to resolve the issues ensures the client doesn’t appear dismis- sive, uncaring or negligent. Rather, they are displaying their position and intention as a caring, responsible organization and good corporate citizen.
Even if media and social media break the story, direct stakeholder engage- ment should not be dismissed. Audiences internalize how a crisis may affect them. Companies need to anticipate and appro- priately address stakeholder reactions, questions, and concerns.
Do not talk if it risks making a mountain out of a mole hill
Most issues a company faces will never rise to the level of a crisis. For example, the dismissal of a senior executive may shake
up the workplace but be of little impor- tance to external stakeholders and others in the community. Likewise, a client talking about an issue that otherwise would have been unknown or dismissed by key stakeholders could create a bigger problem to then be solved.
While issues tend to evolve and may later need addressed by a company, don’t mistake the initial silence as a reason to “wait and see” if the situation warrants additional discussion . Even with a reac- tive approach planned, companies should still prepare appropriate communica- tions, articulate their position on the issue, anticipate stakeholder questions and concerns, etc.
Strategic communications will not make issues disappear. Carefully crafted statements and responses will never overcome organizational missteps of inaction, overreaction or underreaction; or perceived lack of remorse, care, and compassion. While communication is vital to reputation management and stake- holder engagement, it is secondary to the actions — and initial reactions — taken by a company. How your client responds
to a workplace crisis can turn a bad situa- tion into a full-blown and costly disaster.
Actions and communications amid a crisis often compound the complexity of the actual unfortunate event. Lawyers and communications professionals, as well as company leaders, should remember the goal: Protect the brand and preserve the company’s relationships with the stake- holders that matter most to its business and its future.
Vehr is CEO and Executive Counselor of Vehr Communications, one of this region’s leading marketing and communications agencies with particular expertise in crisis communications, litigation support, corporate communications and branding. Founded in 2007, Vehr Communications has been selected five times by Cincinnati PRSA as “Agency of the Year.” Vehr has served as an elected member
of Cincinnati City Council. He has been the Vice President of Economic Development and Marketing for the Cincinnati USA Regional Chamber and served on the Board and as Chair of numerous Cincinnati nonprofit organizations. Vehr Communications joined the Cincinnati Bar Association in 2022.
THE REPORT | May/June 2022 | CincyBar.org
15