1.
Crisis and
Reputation Management
in Public Relations
Professor Nicholas Leshi

2.
Reading
Chapter 3: Communications to Prevent Crises

3.
The Page Principles
developed by the
Arthur W. Page Society (AWPS)

4.
The Page Principles
developed by the
Arthur W. Page Society (AWPS)
1. Tell the truth.
“Transparency”

5.
The Page Principles
developed by the
Arthur W. Page Society (AWPS)
2. Prove it with action.
Words alone are not enough.

6.
The Page Principles
developed by the
Arthur W. Page Society (AWPS)
3. Listen to the customer.
(And all audiences!)
“Trendspotting”

7.
The Page Principles
developed by the
Arthur W. Page Society (AWPS)
4. Manage for tomorrow.
Reputation Management

8.
The Page Principles
developed by the
Arthur W. Page Society (AWPS)
5. Conduct Public Relations as if the
whole company depends on it.
(It does!)

9.
The Page Principles
developed by the
Arthur W. Page Society (AWPS)
6. Realize a company’s true character is
expressed by its people.
“Ambassadors”

10.
The Page Principles
developed by the
Arthur W. Page Society (AWPS)
7. Remain calm, patient, and good-humored.
(Professional, human, and
not tone-deaf.)

11.
Crisis Preparation

12.
Crisis Preparation
Steps to Take Before a Crisis Hits

13.
Crisis Preparation
Steps to Take Before a Crisis Hits
1. Assemble a Crisis Communication Team

14.
Crisis Preparation
Steps to Take Before a Crisis Hits
1. Assemble a Crisis Communication Team
• Assign team member roles.

15.
Crisis Preparation
Steps to Take Before a Crisis Hits
1. Assemble a Crisis Communication Team
• Assign team member roles.
• Designate responsibilities.

16.
Crisis Preparation
Steps to Take Before a Crisis Hits
1. Assemble a Crisis Communication Team
• Assign team member roles.
• Designate responsibilities.
• Create an easily accessible
emergency contact list.

17.
Crisis Preparation
Steps to Take Before a Crisis Hits
2. Categorize Crisis Events

18.
Crisis Preparation
Steps to Take Before a Crisis Hits
2. Categorize Crisis Events
• Individualized considerations, specific
to your industry/brand.

19.
Crisis Preparation
Steps to Take Before a Crisis Hits
2. Categorize Crisis Events
• Individualized considerations, specific
to your industry/brand.
• Survey multiple departments.

20.
Crisis Preparation
Steps to Take Before a Crisis Hits
2. Categorize Crisis Events
• Individualized considerations, specific
to your industry/brand.
• Survey multiple departments.
• Honestly understand the company’s
vulnerabilities.

21.
Crisis Preparation
Steps to Take Before a Crisis Hits
2. Categorize Crisis Events
• Individualized considerations, specific
to your industry/brand.
• Survey multiple departments.
• Honestly understand the company’s
vulnerabilities.
• Recognize prodromes (warning signs,
symptoms of danger ahead)

22.
Crisis Preparation
Steps to Take Before a Crisis Hits
2. Categorize Crisis Events
• Individualized considerations, specific
to your industry/brand.
• Survey multiple departments.
• Honestly understand the company’s
vulnerabilities.
• Recognize prodromes (warning signs,
symptoms of danger ahead)
• Create holding statement outlines
and templates.

23.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Outline Response Steps

24.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Outline Response Steps
• Timeline on when to announce internally.

25.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Outline Response Steps
• Timeline on when to announce internally.
• Prerequisites for going public.

26.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Outline Response Steps
• Timeline on when to announce internally.
• Prerequisites for going public.
• Region-specific notification requirements.

27.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Outline Response Steps
• Timeline on when to announce internally.
• Prerequisites for going public.
• Region-specific notification requirements.
• Media interest.

28.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Outline Response Steps
• Timeline on when to announce internally.
• Prerequisites for going public.
• Region-specific notification requirements.
• Media interest.
• Need to inform affected family members.

29.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Test the Plan

30.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Test the Plan
• Run a table-top exercise with the
Crisis Communication Team.

31.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Test the Plan
• Run a table-top exercise with the
Crisis Communication Team.
• Identify any gaps pre-crisis.

32.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Test the Plan
• Run a table-top exercise with the
Crisis Communication Team.
• Identify any gaps pre-crisis.
• Confirm everyone knows their roles.

33.
Crisis Preparation
Steps to Take Before a Crisis Hits
3. Test the Plan
• Run a table-top exercise with the
Crisis Communication Team.
• Identify any gaps pre-crisis.
• Confirm everyone knows their roles.
• Mark when revisions are made.

34.
Crisis Preparation
Building a Crisis/Reputation Team

35.
Crisis Preparation
Building a Crisis/Reputation Team
1. Director of Crisis Communication

36.
Crisis Preparation
Building a Crisis/Reputation Team
1. Director of Crisis Communication
Oversees the execution of the crisis
response plan and serves as the
communications point person for
each team member, ensuring all
efforts align with communications
strategy and protocols.

37.
Crisis Preparation
Building a Crisis/Reputation Team
1. Director of Crisis Communication
Chief marketing/PR officer or senior
communications director with an
understanding of the company voice
and the authority to approve
communications on behalf of the
company.

38.
Crisis Preparation
Building a Crisis/Reputation Team
2. Legal Team Lead

39.
Crisis Preparation
Building a Crisis/Reputation Team
2. Legal Team Lead
Reviews and provides legal sign-off on all
communications and updates the
Director of Crisis Communications (DCC)
on legal proceedings and potential news
triggers.

40.
Crisis Preparation
Building a Crisis/Reputation Team
2. Legal Team Lead
Shares relevant legal documents with
the DCC before filing, as appropriate,
to inform communications.

41.
Crisis Preparation
Building a Crisis/Reputation Team
2. Legal Team Lead
In-house counsel with involvement in
the crisis incident or past experience
with the type of crisis incident, or
outside counsel who has been retained
specifically for the matter.

42.
Crisis Preparation
Building a Crisis/Reputation Team
3. Media Team

43.
Crisis Preparation
Building a Crisis/Reputation Team
3. Media Team
Responsible for developing content,
monitoring traditional and social media,
and providing summaries and sentiment
evaluations (positive, neutral, negative)
to the rest of the team.

44.
Crisis Preparation
Building a Crisis/Reputation Team
3. Media Team
Marketing and/or PR specialist with an
understanding of the company voice and
access to social media credentials and
media monitoring tools.

45.
Crisis Preparation
Building a Crisis/Reputation Team
3. Media Team
Content Development Lead provides
the DCC with holding statements,
liases with subject matter experts to
accurately update detailed statements,
and coordinates the approval process
with the Legal Team Lead.

46.
Crisis Preparation
Building a Crisis/Reputation Team
3. Media Team
Media Monitor monitors for media
mentions and article comments,
analyzes sentiment and identifies
potential adversaries, updates media
lists, provides hourly or daily coverage
updates, coordinates pitching, and
schedules interviews.

47.
Crisis Preparation
Building a Crisis/Reputation Team
3. Media Team
Social Media and Communications Lead
posts approved statements to social
media channels, monitors for comments
and sentiment, and reports engagement
to the DC. Has access to the backend of
the organization’s intranet (internal) and
Web site (external) for posting of approved
communications.

48.
Crisis Preparation
Building a Crisis/Reputation Team
4. Subject Matter Experts

49.
Crisis Preparation
Building a Crisis/Reputation Team
4. Subject Matter Experts
Determined based on the nature of the
crisis incident. Not necessarily a
spokesperson or public-facing member
of the Crisis Communications Team,
but enlisted to provide expertise and
advice of nuances.

50.
Crisis Preparation
Building a Crisis/Reputation Team
4. Subject Matter Experts
Senior member of the relevant team
(Information Technology, Human Resources,
Operations, Finance, Risk Management, etc.)
or member with direct knowledge of the
team’s role in the crisis incident.

51.
Crisis Preparation
Building a Crisis/Reputation Team
5. Spokespeople

52.
Crisis Preparation
Building a Crisis/Reputation Team
5. Spokespeople
Corporate Spokesperson publicly
represents the organization in
companywide, sensitive, or
high-profile crisis incidents.

53.
Crisis Preparation
Building a Crisis/Reputation Team
5. Spokespeople
Chief Executive Officer, President,
or other executive-level professional
in a position to authoritatively speak
on behalf of the organization as a whole.

54.
Crisis Preparation
Building a Crisis/Reputation Team
5. Spokespeople
Specialized Spokesperson publicly
represents the company on
issue-specific or regionally focused
crisis incidents.

55.
Crisis Preparation
Building a Crisis/Reputation Team
5. Spokespeople
Senior-level executive from a
department that has a stake in the
incident, likely aligning with the
Subject Matter Experts.

56.
Crisis Preparation
Building a Crisis/Reputation Team
6. Backups

57.
Crisis Preparation
Building a Crisis/Reputation Team
6. Backups
Needed in case a team member is not
available or has a conflict.

58.
Crisis Preparation
Building a Crisis/Reputation Team
6. Backups
Should be included in the contact list
so everyone can be easily reached once
a crisis hits.

59.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience

60.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
1. Understand the difference between
Stakeholders and Audience

61.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
1. Understand the difference between
Stakeholders and Audience
Stakeholders = “Target Audience”

62.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
1. Understand the difference between
Stakeholders and Audience
Stakeholders = “Target Audience”
Groups or individuals directly impacted
by the decisions and actions of an
organization or company. They actively
participate in an organization’s
Reputation Management.

63.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
1. Understand the difference between
Stakeholders and Audience
Stakeholders = “Target Audience”
Listen to Stakeholders and
understand their expectations.

64.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
1. Understand the difference between
Stakeholders and Audience
Audiences = “General Audience”

65.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
1. Understand the difference between
Stakeholders and Audience
Audiences = “General Audience”
Receivers of messages.

66.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
1. Understand the difference between
Stakeholders and Audience
Audiences = “General Audience”
Listen to Audiences who have the potential
to become Stakeholders or can impact
reputation.

67.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
2. Identify all audience groups and
their stake in a crisis.

68.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
3. Categorize audiences in at least
three groups:

69.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
3. Categorize audiences in at least
three groups:
• Allies
• Neutral
• Opposition

70.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
4. Define each audience group’s
specific issues (“needs and wants”).

71.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
5. Define the desired outcome:

72.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
5. Define the desired outcome:
• Keep/Sustain
• Motivate/Engage
• Call to Action
• Change
• Educate
• Recruit

73.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
6. Develop a strategy to reach that outcome.

74.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
7. Develop key messages with your
audience in mind.

75.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
8. Continue monitoring.

76.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
9. Refine messaging as necessary.

77.
Crisis Preparation
Understanding Key Stakeholders
and Potential Audience
10. Prepare for worst case scenario.

78.
Crisis Preparation
Preventing Avoidable Crises

79.
Crisis Preparation
Preventing Avoidable Crises
1. The goal is to steer the organization
through a crisis and toward a recovery,
preferably avoiding the crisis in the
first place.

80.
Crisis Preparation
Preventing Avoidable Crises
2. Have thorough training for the Crisis
Communication Team.

81.
Crisis Preparation
Preventing Avoidable Crises
3. Honestly identify an organization’s
weaknesses and vulnerabilities.

82.
Crisis Preparation
Preventing Avoidable Crises
4. Map the stakeholders.

83.
Crisis Preparation
Preventing Avoidable Crises
5. Develop a Crisis Management Plan.

84.
Crisis Preparation
Preventing Avoidable Crises
6. Continually work on Reputation Management.

85.
Thought Leadership

86.
Thought Leadership
A thought leader is an individual or
company that is recognized as an
authority in a specialized field and
whose expertise is sought and often
rewarded. Thought leaders are
commonly asked to speak at public
events, conferences, or webinars to
share their insight with a relevant audience.
Thought leaders are sought by media
influencers for interviews, quotes, and
statements on trending issues.

87.
Thought Leadership
Best Practices

88.
Thought Leadership
Best Practices
An effective online content strategy,
artfully executed, drives action.

89.
Thought Leadership
Best Practices
An effective online content strategy,
artfully executed, drives action.
• Clearly defined goal

90.
Thought Leadership
Best Practices
An effective online content strategy,
artfully executed, drives action.
• Clearly defined goal
• Content strategy to reach that goal

91.
Thought Leadership
Best Practices
An effective online content strategy,
artfully executed, drives action.
• Clearly defined goal
• Content strategy to reach that goal
• Brands company/client as an
“expert,” an “authority,” a
“trusted resource.”

92.
Thought Leadership
Best Practices
An effective online content strategy,
artfully executed, drives action.
• Clearly defined goal
• Content strategy to reach that goal
• Brands company/client as an
“expert,” an “authority,” a
“trusted resource.”
• Offer solutions

93.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:

94.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• White Papers – written for a
business audience, defines a
problem, offers a solution
(usually free, registration
requirement, or syndicate)

95.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• E-Books – marketing tool,
lighter style than White Papers
(free or ”affordable,”
no registration)

96.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Webinar – online seminar,
audio/video/presentation
(30–90 minutes, Q&A;
free or “affordable,” registration)

97.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Wiki – crowd-sourced web page,
frequently asked questions,
interactive; (free, usually no registration)

98.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Research and Survey Reports –
publish results for free (usually
register for access, or share with
influencers)

99.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Blog – online journal, tell stories
not present in other media channels,
(free, registration/subscription optional)

100.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Podcasts – ongoing series of
audio/video downloads (free,
registration/subscription optional)

101.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Video – regularly updated visual
content (free)

102.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Op-Ed (Opinion/Editorial)
bylined pieces for newspapers,
magazines, etc. (Share)

103.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Public Speeches – at events
important to stake-holders
(TED Talks, Special Event Appearances, etc.)

104.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Panel Discussions - at stake-holder
attended events

105.
Thought Leadership
Best Practices
Types of “Thought Leadership” Content:
• Search-Engine-Optimized Web Site

106.
Thought Leadership
Best Practices
Network with and leverage
other thought leaders whom people
trust outside of your organization.

107.
Thought Leadership
Best Practices
Be a spokesperson for issues important
to your brand and mission.

108.
Thought Leadership
Best Practices
Be a spokesperson for issues important
to your brand and mission.
• Interviews
• Public Statements
• Search-Engine-Optimized Web Site

109.
Thought Leadership
Best Practices
Newsjack when appropriate.

110.
Thought Leadership
How to Create Thoughtful Content

111.
Thought Leadership
How to Create Thoughtful Content
Do not just write about your company
and your products.

112.
Thought Leadership
How to Create Thoughtful Content
Do not just write about your company
and your products.
• Define your organizational goals first.

113.
Thought Leadership
How to Create Thoughtful Content
Do not just write about your company
and your products.
• Based on your goals, decide if you
want to provide your content for
free and without registration or if
you want to include a registration
and followup mechanism.

114.
Thought Leadership
How to Create Thoughtful Content
Do not just write about your company
and your products.
• Think like a publisher by understanding
your audience.

115.
Thought Leadership
How to Create Thoughtful Content
Do not just write about your company
and your products.
• Write for your audience.

116.
Thought Leadership
How to Create Thoughtful Content
Do not just write about your company
and your products.
• Choose a great title or description
that grabs attention.

117.
Thought Leadership
How to Create Thoughtful Content
Do not just write about your company
and your products.
• Promote the effort.

118.
Thought Leadership
How to Create Thoughtful Content
Do not just write about your company
and your products.
• Alert traditional media and
online influencers.

119.
Sample Case Studies

120.
Sample Case Studies
Matt Lauer

121.
Sample Case Studies
AMC Theaters

122.
Sample Case Studies
Netflix

123.
Sample Case Studies
Chinese Balloon

124.
Sample Case Studies
Former U.S. Vice President Mike Pence

125.
Sample Case Studies
NY State Rep. Elise Stefanik & NYC Mayor Eric Adams

126.
Sample Case Studies
Brooklyn Nets, Kyrie Irving, and Kevin Durant

127.
Sample Case Studies
U.S. Representative Ilhan Omar

128.
Sample Case Studies
Armie Hammer

129.
Sample Case Studies
That 90s Show, Danny Masterson, Ashton Kutcher

130.
Sample Case Studies
Earthquake in Turkey and Syria

131.
Sample Case Studies
Metropolitan Opera

132.
Sample Case Studies
Coyotes in New York City

133.
Sample Case Studies
Kobe Bryant

134.
Kobe Bryant's apology
Sep 1, 2004
Associated Press
The following statement by Kobe Bryant, one of the greatest NBA players of all time,
was issued after sexual assault charges against him were dropped after his accuser
refused to testify in court:
"First, I want to apologize directly to the young woman involved in this incident. I want
to apologize to her for my behavior that night and for the consequences she has
suffered in the past year. Although this year has been incredibly difficult for me
personally, I can only imagine the pain she has had to endure. I also want to
apologize to her parents and family members, and to my family and friends and
supporters, and to the citizens of Eagle, Colorado. I also want to make it clear that I
do not question the motives of this young woman. No money has been paid to this
woman. She has agreed that this statement will not be used against me in the civil
case. Although I truly believe this encounter between us was consensual, I recognize
now that she did not and does not view this incident the same way I did. After months
of reviewing discovery, listening to her attorney, and even her testimony in person, I
now understand how she feels that she did not consent to this encounter. I issue this
statement today fully aware that while one part of this case ends today, another
remains. I understand that the civil case against me will go forward. That part of this
case will be decided by and between the parties directly involved in the incident and
will no longer be a financial or emotional drain on the citizens of the state of
Colorado."

135.
Due Next Class
Read assigned textbook Chapter 14, “The Crisis
Communications Plan,” and read the end of Chapter 2 (Public
Apology section)
Write Journal Essay #3
Answer this question: How did Kobe Bryant salvage his
reputation despite his harassment scandal?
Length = minimum one paragraph; maximum one page.
Email to nickleshi@aol.com or nickleshi44@gmail.com
File format: Microsoft Word or GoogleDoc