There is a right way and a wrong way to apologize. A poorly executed apology can make a bad situation worse.
When the going gets tough, the tough get going—with words and action. Nowhere is this more apparent than in CEO Tony Fernandes’ response to the crash of AirAsia flight 8501.
In the past month, the headlines have been filled with companies, politicians and companies facing crisis communications issues large and small. While ObamaCare tops most of the news, it isn't the only thing facing harsh criticism
Hurricane Sandy, dubbed “Frankenstorm” by the National Weather Service, barreled over the East Coast this week wreaking yet untold havoc and destruction. As one governor put it, the damage in some places is “unspeakable.” But because of excellent communication and preparation, loss of life and serious injuries seem to have been kept to a minimum.
There is not much I can say more about the Susan G. Komen Foundation debacle that hasn’t already been said. They stepped in it and were unprepared for the push back and fall out. But at the core of this mess is that Komen lost sight of what they were all about. And that was why there was such an outcry. In the Twitter and Facebook age, that outcry was immediate and fast, causing a public relations firestorm so hot that Komen had to reverse its decision about withdrawing funds from breast screenings at Planned Parenthood, so as not to be consumed by it.
St. Mary’s College of Maryland, a fine, public liberal arts institution, faced a big problem. Mold sickened students and displaced 250 of them from their dorm rooms. What did the college do? It found a cruise ship to provide temporary housing while they remediate the mold problem.
In times of crisis, people look to someone to lead them through it. Joe Manchin, Governor of West Virginia has done that well throughout the horrible tragedy at Upper Big Branch Mine that killed 29 miners.