Was sind die effektivsten Methoden, um mit negativer Presse über Ihr Unternehmen umzugehen?

If it's something you did wrong... own it. Put corrective measures in place and set up accountability systems and make all that a part of the press release. Make moving forward the focus of your statement. Be genuine and authentic in your responses.

🔍 In my opinion, assessing the situation requires a meticulous examination of all facets to devise a suitable response strategy. 📊 Data Verification: Ensure you verify the accuracy of the allegations by employing forensic digital data methodologies. 🕵️ Credibility Analysis: Rigorously evaluate the reliability and potential biases of the source, employing media analytics tools. 📈 Impact Assessment: Quantify the potential fallout using reputation management metrics and stakeholder feedback mechanisms. 💡 Prioritize actions based on a robust analysis, ensuring responses are calibrated to the actual gravity and reach of the situation.

That’s where you start. What is the truth? Facts need to be gathered about the claim or claims, as much as possible. All communication must be coordinated with senior management and corporate counsel.

A lot of the time we see press in a more negative light than a general consumer would. Despite that, it's important to identify where you went wrong and implement a preventative and reactive communications matrix so you're ready when and if this happens again. Some questions a preventative matrix should cover: 1. All topics relating to the company, the appropriate spokesperson for each, and relevant and approved talking points for every scenario. 2. When to comment and when to stay silent. 3. A process of escalation. Some questions a reactive matrix should cover: 1. A process to rectify falsities. 2. A path to clarify misleading quotes or facts. 3. Structure around how to avoid a similar problem from happening in the future.

Une évaluation objective de la situation permettra d’établir un plan de match conséquent. Bien souvent, les répercutions négatives sont moindre qu’anticipées. Il faut aussi se demander sur quels aspects nous pouvons agir. Dire qu’on n’est pas content ne servira à rien. Il faut aussi se demander si la couverture journalistique a été bien faite. Pas juste de votre point de vue, mais du point de vue déontologique. On ne répondra pas de la même façon à un article biaisé manquant de rigueur qu’à un article rigoureux auquel on voudrait ajouter quelques nuances ou précisions.

It helps to choose the right spokesperson for each situation. Not everything should be handled with a quote from the CEO. Rather, consider using a corporate communications spokesperson, or other functional leaders as spokespeople, depending on the nature of the crisis and their level of comfort and training. Save using your CEO for the most serious, brand-threatening situations. Through a solid issues management initiative, you can identify potential crises and appropriate spokespeople in advance, so you don't waste time when a situation arises.

Every situation is so different but some helpful themes: 1) Consider whether there is any misinformation or context that should be highlighted. A good example — unfortunately unfounded lies or rumors on TikTok can tank sales. When appropriate set the record straight and do it fast. 2) Be human. It’s not the crisis itself that usually wreaks havoc but how you respond to it. 3) Be forthcoming and work with your Legal team to manage carefully. 4) Apologize if warranted 5) Share the actions you are taking to make this situation better 6) Commit to improving. Don’t: 1) Get defensive and respond to every negative post or critique 2) Blame or deflect 3) Minimize or lie 4) Be promotional in a reactive media statement. Just answer the question.

When preparing your response, it's important to remember the various stakeholder groups you need to communicate with, and tailor your responses to fit those various audiences. In many cases, the way you word your responses might vary slightly based on the level of knowledge of the groups and their previous experience/perception of the situation. Keeping the information, clear, concise and consistent is always the name of the game for all communication efforts! When thinking about the groups you need to communicate with - also don't forget your past and current employees. Make sure everyone on your team is aware of the situation and doesn't hear about it from an external source before they hear it from you!

Ignoring negative press is not a good idea. It will lead to a feeding frenzy by other media. Look for inaccuracies in the coverage and correct the offending reporter. But don't repeat the negative coverage when you refer to it. It triggers more negatives.

Une réponse trop frontale ou qui vise à contrer des arguments un à un est rarement appropriée puisque cette posture place votre organisation sur la défensive. Nier ou rejeter en bloc n’est pas mieux, puisque ça incite les gens à douter. Veut mieux se positionner comme un joueur constructif qui cherche à contribuer au débat. Penser également aux moyens utilisés. La dénonciation d’un média ou d’un journaliste n’amènera rien de constructif. Il faut par ailleurs que les canaux utilisés soient appropriés, et il y en a plusieurs. Il y a tout un monde entre la simple conversation honnête avec un journaliste et la conférence de presse avec le président…

I generally caution clients to be wary of holding press conferences unless they feel comfortable handling any and all follow-up reporter questions that might be thrown at them. Ideally, your communications team should be able to prep you ahead of time on every potential question and how to answer/avoid answering tough ones. However, the goal of press conferences is to provide transparent, trustworthy and timely information. If the client knows they will have trouble answering follow-up questions due to the sensitive nature of the situation (and is not great at redirecting hard questions) avoiding press conference situations may be advised in order to prevent a perception that the client is hiding things or not sharing all information.

If you have a foundation of trust built with your media partners and a strong media relations strategy before crises happen, you'll be taken more seriously. Work hard to cultivate that. Transparency and trust need to be the forefront priorities. Depending on the crisis, put together response thst tackles the issue head on with next steps. If you're putting someone on cam, pick the strongest, most convincing voice. Train them with scenario based press conferences, create key messaging points they can always bring it back around to, and how to answer questions they may not know the answers to confidently. Turn the story around, change the narrative, or shift the focus to something else (a bigger picture).

If there's any inaccuracies correct it. If it's something you did wrong issue a sincere corrective statement then let the heat subside. Only do a press conference if you have something that could set the record straight and are willing to take questions. Showcase your efforts to 'do better' by implementing a strategic social media and public engagement campaign.

To build relationships, track names, contact info, and media outlets you talk with. A clear tracking system allows for quick follow-up when you have positive news to share. For example, when a client's place of business was robbed with employees stripped to their underclothes and tied up, local reporters were quite excited to cover the story. It took almost a week until arrests were made and, during that time, media had moved on to other topics. I was able to regain local media interest for a positive hit with praise for law enforcement and new safety/security messages by using my log from the original media crisis. These same reporters likely will be interested in positive pitches because they've already had solid interactions with you.

However, do not offer an apolog, either vebally, in writingor on any social media platform. That's an admission of wrongdoing. Even if the allegations are malicious. The classic response, politely as stated should be 'the matter you have brought to our attention is under investigation/review.' Then notify the outcome either good or bad and a solution to the matter if required. That is a typical local government response

This really depends on the situation, because there is no one-size-fits-all. However, in my experience, a few examples of ways to help manage negative press include the following: 1. Media train and prepare your spokesperson to be able to both anticipate and handle difficult questions. 2. Be transparent with the press. 3. Partner with local charities, demonstrating your company’s commitment to giving back to the community. 4. Double down on positive press opportunities. 5. Tap into your company’s brand ambassadors/loyal customers for participation in media interviews, online reviews, etc. 6. Focus on reputation management which is its own big strategy. This will not be an overnight fix but stay the course for gradual success.

What I’ve seen is, things have to get bad before a culture of instinctive silence starts to change. And, there are two reasons why things got bad: things were bad and it was probably the fault of the institution, and the culture of silence bred ill will from the media and other stakeholders.

De bonne relations avec les journalistes, c’est la clé. Appelez-les. Donnez-leur des exclusivités. Offrez de visites, des entrevues. Vous pourriez être surpris de leur intérêt… et des retombées.

Social listening tools are a great way to monitor feedback from both the media and (the general public). You can track what key players from media outlets are saying about your organization across key social platforms, and some of these solutions will also offer insight from online publications. You can be nimble here, monitor particular publications, journalists, and influencers, and tailor your communications as you see their messaging evolve.

One way to measure effectiveness of your crisis response is to monitor print/broadcast stories to see if they specifically include your organization's main messages. All good crisis communications management includes approved company statements, main messages you want the public to know, and potential question & answer preparation. If the majority of coverage about your crisis includes your main messages, your side of the story, then you've likely done an effective job of handling the media and protecting your organization.

Les relations avec la presse, ça se construit sur le long terme… et on doit les entretenir. C’est la meilleure façon d’éviter les crises de réputation ou de les mitiger lorsqu’elles se produisent. De bons outils de diffusion et de surveillance sont aussi nécessaires… parce qu’on ne peut pas tout capter.

Always tell the truth. At the end of the day, your integrity is paramount for your reputation as a communicator. There’s literally no reason to ever compromise your integrity… if someone is asking you to lie for you, regardless of their title, or how big of a client they are, don’t do it. Organizations make mistakes and sometimes those mistakes are UGLY. Come forward with that mistake, own the responsibility, and be honest. While it may be challenging, you’ll come out a stronger organization in the long run by demonstrating what we expect out of leaders.

Handling negative press about your organization involves a strategic and proactive approach. Firstly, address the issue promptly and transparently, acknowledging any mistakes and outlining corrective actions. Second, engage with stakeholders through various channels to provide accurate information and highlight your organization's commitment to resolving the issue. Finally, focus on generating positive content and emphasizing your organization's values and achievements to help counteract negative perceptions over time.