For sure, the advent of Black Lives Matter protests in 2020 prompted all sorts of brands to take more public stands on race and a variety of other topics. Shortly thereafter, some of America’s biggest brands learned these can also be deep and dangerous waters.

The Walt Disney Co. is tangled in a litigation death match with the Governor of Florida over LGBTQ+ politics. Target stores ran into a buzzsaw of criticism from all sides after stocking PRIDE inventory and then backtracked amid complaints. And after the Anheuser-Busch brand Bud Light sponsored a trans performer, critics fiercely attacked. The parent company’s market share slumped, and the term “Bud Lighting” was born to describe a new form of culture war boycotting.

There can be direct business consequences, for instance with investment funds and banks who manage “Environmental, Sustainable, Governance” funds, as some U.S. states are formally banishing them with legislation. Interestingly, there are unusual allies to be made in these fractious topics, for instance, with some southern Republican governors (see Georgia) committing loudly to building factories to make electric vehicles and infrastructure.

Luckily, there is some very good news. There are communications tools for navigating if, when, where, and how to take a public stand on contentious public issues.

Step One: Think about your company’s core values. For an a-political auto parts store (for instance) perhaps there’s nothing wrong with staying on the sidelines and just offering great customer service. But if your company sells hiking backpacks and has a strong ethos about the wilderness environment, then you better be ready to step up on Earth Day. If your company has a direct tie to the NCAA, like it or not, you had better understand the NCAA’s stance on gender in sports. Take careful consideration of your corporate philanthropy too, as that can become a platform for putting your values into action.

Step Two: Build a diagnostic system for thinking things through clinically. This can include drafting a rubric of “10 Key Questions.” For instance, “Is our company already directly involved, such as lobbying for legislation?” “Is our staff directly involved because of their identity, geography, race, or social status?” “Is the issue self-evidently evil or wonderful?” Importantly, make sure to have the right people around the table, and include people who have special insight into these issues: HR, public relations, legal, and customer service. Look beyond the executive suite.

Then add tactical questions, such as “Is this controversy about a direct competitor?” (Spoiler: If “yes,” then steer clear.)  “If we avoided saying something, would our customers see our silence as a betrayal?” You can also look into the future and tag upcoming events like Earth Day, Juneteenth, 9/11, or any number of important milestones.

Tally up the answers. If you get more “yeses” than “no’s,” then the system would argue towards taking a public stance, and then the conversation can shift towards what to say, how, where and to whom.

The point of using a checklist like this is not to force your hand or avoid a difficult conversation. Rather, the point is ensuring you have the conversation at all, and with the right people around the table. Your matrix may suggest staying out of the fray 90 percent of the time, but you’ll have the confidence of knowing why.

Revisit the checklist at regular intervals and be willing to drop the system for extraordinary circumstances. We know a CEO who took a strong public stance after a school shooting. Why? Because their mother was a teacher.

The real value of having a system is this: You avoid the vertigo of just wondering each day about what to say and where. You can defend your rationale, and you can plan ahead.

Lastly, be ready to defend whatever stance the organization takes. These are especially fractious times, where extreme political players are all-to-willing to single out brands for attack. Remembering the organization’s core values will help you absorb whatever criticism (or praise) comes along, and your brand can emerge stronger on the other side.

If you’d like to consult with Tucker/Hall Vice President Rich Mullins on this topic – or any topic that might help you navigate a tricky situation – please email him at rmullins@evoqueag.online.

“We thoroughly enjoy being in Ybor City and being involved in one of our community’s most treasured neighborhoods,” said Richards. “I look forward to working with Chamber members in the year ahead to help them grow their businesses and advocate for issues important to the Ybor City business community.”

In addition to naming Richards as chair, the Ybor Chamber installed the following volunteer leadership slate:

• Chair-Elect Dr. Larissa Baia, HCC Ybor Campus
• Secretary Blake Guthrie with the ReliaQuest Bowl
• And Treasurer Dr. Jamaris Glenn of 7th and Grove

Ybor City was founded in 1886 when Vicente Martinez-Ybor moved his cigar factory from Key West to Tampa. The Ybor City Chamber of Commerce came along in 1930 and has been supporting the business community ever since.

“At the Ybor City Chamber, we often say we keep ‘P.A.C.E.’ for our members because we Promote, Advocate, Connect, and Educate through our various events and programs,” said Lee Bell, President and CEO of the Ybor City Chamber of Commerce. “I’m excited about what Darren, our board, our staff, and our members will accomplish together in the year ahead.”

The Ybor City Chamber also operates the Visitor Information Center on 8th Avenue in Ybor City, open seven days a week. The Center helps people plan their visit to Ybor City so they can enjoy all the community has to offer, including museums, entertainment, restaurants, hotels, shopping, and other attractions.

About Tucker/Hall

Tucker/Hall is a communications consulting firm with offices in Tampa, Jacksonville, and Tallahassee offering public relations services in the areas of strategic communications, public affairs, and crisis communications. Founded in 1990, Tucker/Hall has built a statewide, national, and international practice from its Tampa base. The firm works with Fortune 500 corporations, Florida-based fast-growing companies, nonprofits, and government agencies.

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Online reviews. We love them as consumers when they help us decide what to buy and which businesses to trust. But what happens when your business gets a negative Google or Yelp review? Or even worse—if you find that your livelihood has been “review-bombed”, and you’re watching your star-rating drop as you see a steady stream of negative reviews, some from people you think may have never been your customers?

Removing negative reviews is controversial. On the one hand, business owners feel that negative reviews are unfair or unwarranted and may want them removed to protect their reputation. On the other hand, consumers and potential employees rely on reviews to make informed decisions, and eliminating reviews may be seen as dishonest or manipulative.

If you believe that your business needs help removing or managing negative reviews, whether it be from former employees leaving Glassdoor and Indeed reviews or angry consumers on Google and Yelp, here are four steps to take immediately to protect your reputation:

1. Document the situation: Keep a record of each negative review and any evidence you have that disputes their claims. Records may include screenshots of the reviews, timestamps, and other relevant information.
2. Report the reviews: If the negative reviews violate the platform’s policies, report them to the platform’s customer support team for possible removal. Provide specific information about the violation and any evidence that the reviews are part of an attack.
3. Seek professional advice: Public relations teams can help advise businesses on how to approach getting reviews removed, or even if they should be. For example, if the attacks contain illegal activities, such as harassment or defamation, legal intervention may be necessary to get the reviewer to remove the reviews.
4. Address the underlying issue: This may involve improving your products or services, addressing customer complaints, or addressing negative publicity.

Much of our work at Tucker/Hall includes guiding businesses as they carefully respond to negative reviews professionally and respectfully to show they are responsive and prepared to improve on the issues presented. However, there are instances when reviewers attack a business by leaving inaccurate or exaggerated comments to harm the company. Responding to these reviews, especially if they contain false allegations, may be more harmful than helpful.

We can work with you to help you protect your reputation and remove negative reviews on Google, Yelp, Glassdoor, and any other platform. Tucker/Hall can also develop a strategy with you to help build more positive reviews and momentum for your business online. If you need help removing negative reviews, or gaining more positive reviews, reach out directly to our digital lead, Theresa Collington, and she’ll work with you to devise a plan—email tcollington@evoqueag.online.

OpenAI has already signaled it has an even more powerful generation of ChatGPT ready to make a debut any time now, and Wall Street is already valuing OpenAI with a net worth somewhere in the range of $30 billion. So, the broader usage of this technology is no longer a matter of “what if” or “how” but “when.”   

ChatGPT is being played with, tested, given assignments, and getting reviewed for its ability to do chores–specifically writing or graphic-design chores—that usually are completed by humans. So far, the results in some cases are extraordinarily powerful. The OpenAI platform can quickly and accurately generate written content which saves time and conserves resources, allowing human partners to move on to other tasks. And much more.

So, we decided to ask ChatGPT to perform a communications task: Please explain how a strategic plan that includes issues management and crisis communications is of greater value to an organization than just reacting to the crisis as it happens. 1000 words.

The results are in: The chatbot did a very credible job of quickly assembling a 1,000-word “essay” on the subject, but we’d arm-wrestle it over the usefulness of its “advice.” Our human response to the chatbot response is written in red. Read on:

Here’s AI’s answer: 

Having a strategic plan in place that includes issues management and crisis communications can be of greater value to an organization than simply reacting to a crisis as it happens for several reasons.

Chatbot simply restates the assignment…..

First, a strategic plan allows an organization to proactively address potential issues and be prepared for a crisis. By identifying and prioritizing potential risks and challenges, an organization can develop strategies to mitigate or prevent these issues from occurring. This can help to minimize the impact of the crisis on the organization, its stakeholders, and its reputation.

While this is true, it’s still just expository filler…

For example, if an organization is aware of the potential for a product recall due to a manufacturing defect, it can proactively develop a plan to recall the product and communicate with customers before the crisis occurs. This can help to reduce the potential negative impact on the organization’s reputation and minimize the financial impact of the recall.

True, again, but the bot’s essay offers no real step-by-step procedure for managing a crisis response, doesn’t stress the need for a Crisis Team, and fails to advise on response protocols a crisis communications expert would recommend in the planning stage.

On the other hand, if the organization simply reacts to the crisis as it happens, it may not have the necessary systems in place to effectively manage the situation, which can lead to a more chaotic response and potentially greater damage to the organization’s reputation and financial stability.

Again, blah…blah…blah

Second, a strategic plan helps to build trust with stakeholders. By demonstrating that the organization is proactive in addressing potential problems and is prepared to handle difficult situations, stakeholders are more likely to have confidence in the organization’s ability to manage crises and make informed decisions. This can be especially important in today’s fast-paced, interconnected world, where the impact of a crisis can be magnified through social media and other forms of online communication.

Not sure which “stakeholders” the bot is referring to since most strategic crisis planning would be strictly internal, so stakeholders outside the immediate corporate team would not be able to assess the company’s level of preparedness.   

For example, if an organization has a well-developed issues management and crisis communications plan in place, stakeholders are more likely to trust the organization’s messaging during a crisis and less likely to turn to social media or other sources of information that may not be accurate or reliable. This can help to minimize the potential negative impact of the crisis on the organization’s reputation and maintain the trust of stakeholders.

This is simply naïve advice. In today’s world, every crisis has the potential to go immediately public via social media and other web-based media. You need to plan for it since it’s unavoidable.

Third, a strategic plan allows an organization to effectively communicate with stakeholders during a crisis. By having a plan in place that outlines the key messages and channels for communication, the organization can ensure that it is providing accurate and timely information to stakeholders. This can help to minimize confusion and miscommunication during a crisis, which can further damage the organization’s reputation.

Same messages here from above. The bot seems to be confusing Risk Management with Crisis Management. Risk management can identify, assess and mitigate any activity that can cause harm to a business. Crisis management responds to, manages, and recovers from unforeseen events. 

For example, if an organization has a plan in place that outlines the steps it will take to communicate with stakeholders during a crisis, it can quickly and effectively disseminate information to employees, customers, and other stakeholders. This can help to reduce uncertainty and maintain trust in the organization during a difficult time.

While this is generally true, there’s nothing here about how to cascade messages to employees and external stakeholders, how to deal with the media, and how to assess the importance of timing.    

Overall, a strategic plan that includes issues management and crisis communications is of greater value to an organization than simply reacting to a crisis as it happens because it allows the organization to be proactive in addressing potential issues, build trust with stakeholders, and effectively communicate during a crisis. This can help to minimize the impact of the crisis on the organization, its stakeholders, and its reputation, and ensure that the organization is able to effectively manage the situation and emerge from the crisis in a stronger position.

In sum, the chatbot was able to deliver some very general information about the importance of including issues management and crisis communications in a strategic plan. What it generated was nonspecific and elementary–it’s a sort of nonsense that sounds convincing.  The potential implications of bot-based strategic planning in the future may be huge–we’ll see. But for now, it is very adept at explaining rather than recommending–luckily, that’s what we humans do!

Jeff Tucker is the founder of Tucker/Hall. He is an accredited crisis communications specialist. He specializes in high-profile crises—crisis communications strategies, litigation support in criminal and civil matters, complex corporate matters such as whistle-blowing, white-collar crime, and state and federal investigations (EEOC, Justice Department, U.S. Senate, etc.) In addition, he serves clients in the areas of corporate reputation management and high-profile media relations.

Does your organization need a crisis plan? Let us help—reach out directly to Theresa Collington, Vice President, at tcollington@evoqueag.online.

Google has launched a centralized page called A guide to Google Search ranking systems,  making learning about the backend of search and algorithms easier.

This new page joins others Google added this year related to their search algorithm systems.

Here’s a recap of the helpful resource pages Google has updated this year and what they do:

• List of Google Search ranking updates: Lists the latest ranking updates made to Google Search that are relevant to website owners.
• Google Search’s core updates and your website: Explains how updates to our core ranking systems work and how to assess and perhaps improve content.
• Google Search’s helpful content update and your website: Explains how our helpful content system works and how to assess and perhaps improve content.
• Google Search’s product reviews update and your website: Explains how our product reviews system works and how to assess and perhaps improve content.
• Google Search spam updates and your site: Explains how updates to our spam detection systems work and how to assess and perhaps improve content.

Also, check out the new Google Search Essentials:  if you’re looking to learn about the back end of a search, this is the perfect place to start on the path to success with Google Search.

If you’re interested in developing or updating a strategic plan to focus on how Google Search ranking, Google reviews, and leveraging website content can help your reputation and increase your business or company’s goals, contact Tucker/Hall VP Theresa Collington directly at tcollington@evoqueag.online.

1. #hashtags may no longer be clickable. (9to5)
2. A new feature may allow you to turn off mentions for your username. (Blog)
3. New Audio Chats within Twitter Communities may enable users to engage even more. (Tweet)
4. Video Creators on Twitter may make 10 percent more than on YouTube. (Forbes)
5. “Link Spotlight” is live and offers a link button with 7 Different CTAs. (Check)

Does your company need a strategy team that keeps you current? Contact Theresa Collington tcollington@evoqueag.online.

During an aircraft incident, airports, airlines, manufacturers, and affiliated agencies should have a crisis plan in play that includes the following three goals for social media communications:  

1. Distribute timely, reliable information 
2. Help control anxiety 
3. Suppress the spreading of rumors 

Let’s look at a real-life scenario. In 2018, Southwest Airlines flight 1380, a Boeing 737-700 en route from New York’s La Guardia Airport to Dallas Love Field, experienced an engine failure 20 minutes into the flight. Debris damaged the fuselage. It smashed a window, causing rapid depressurization of the cabin, and killing a passenger. 

During this unfortunate incident, a passenger streamed images of the unfolding crisis and potential disaster in “real-time” using the airline’s onboard Wi-Fi service. Passenger Marty Martinez went live on Facebook, said goodbye to his family and friends, and was the first to stream and post graphic images and video of an aviation incident live across social media to a broad audience.

Within minutes of the incident, the Southwest communications team began receiving calls from the media. Immediate next steps included posting confirmation of the incident on Southwest’s online channels and publishing updated statements and videos internally and externally throughout the day.

Southwest’s plan included temporarily changing its digital platform branding to a ‘dark’ version pre-produced in the event of a crisis–a plain blue with a monochrome logo. Southwest canceled advertising and other promotional activities and halted publishing the next in-flight magazine so the CEO could rewrite a sensitive column. The communications team also removed all photos, logos, and other assets from its digital properties and any platforms that could appear inappropriate or tone-deaf. 

Supported by the appropriate steady stream of messaging published across Southwest’s social media, media and press interest focused on two key storylines–the investigation of potential metal fatigue in the engine fan blades and the exemplary performance of the crew, captained by a female former US Navy fighter pilot. 

While the news coverage was mainly negative, conversations on social media were more balanced. In particular, the airline’s social media response was praised as timely and transparent.

With proper planning before an incident, social media communication during and after an incident can distribute timely information, help control anxiety and work to suppress reputation-damaging rumors. While IATA offers Social Media Crisis Guidelines, Tucker Hall can work with you and your company to develop a tailored crisis plan that includes a conscientious digital strategy and leveraging social media to help meet these planning goals and protect your reputation. 

Tucker/Hall VP Theresa Collington has over 20 years of deep digital and social media strategy experience. She is a guest lecturer for Media Relations in Aircraft Accident Investigations at Embry Riddle Aeronautical University. Theresa can help you develop or review your aviation incident crisis plan, perform tabletop exercises, and update your incident strategy to include the latest best practices on digital and social media platforms. You can reach Theresa directly at tcollington@evoqueag.online.

“I’m honored to serve as President of the Club in the year ahead,” said Richards. “I look forward to working with our members on great Propeller Club events, like Shrimperoo, StoneCrabFest, and Steak & Corn. I’m also excited to advocate for and support the local maritime industry so companies here can grow and thrive in a globally competitive environment.”

Richards takes over for Chris Chambers, who served as President during the last term from 2021-2022.

Here’s a complete list of the new executive committee:

• President Darren Richards
• First vice president Colt McCay
• Second vice president Kelly Hendry
• Third vice president Barbara Blank
• Secretary Tammy Castillo
• Treasurer Dev Swaly

The International Propeller Club of the United States, founded in 1927, is a grassroots, non-profit organization with members throughout the US and the world. It is the largest network of individuals dedicated to the enhancement and well-being of all interests of the maritime community on a national and international basis.

Tampa’s Propeller Club is the largest club in the United States, with more than 500 active members. Since its inception, the Tampa Club has educated legislators and the public about the maritime industry. Through its education committee, the Club has worked closely with the public school system to support the growth of the next generation of maritime employees and leaders.

“The good works of this Club have had tremendous positive impacts across many decades,” said Richards. “The entire Propeller Club board is dedicated to building on that legacy during the year ahead and beyond.”

Join Tucker/Hall Vice President Theresa Collington and Chief Operating Officer Darren Richards for an interactive workshop over lunch at the Columbia Restaurant that will take you through the latest best practices in Online Reputation Management. Theresa and Darren will walk you through ORM case studies for individuals, businesses, and some unique but powerful ways to clean up online reputations.

Online Reputation Management – Best Practices and Case Studies

Presented by PRSA Tampa Bay

The Tampa Bay Chapter of the Public Relations Society of America (PRSA) is the premier public relations organization in the Tampa Bay area.

Wednesday, April 27, 2022
11:30 AM to 1:00 PM

Networking – 11:30 AM to 12 PM
Presentation with lunch + Q&A – 12PM to 1PM

Columbia Restaurant – Ybor
2117 E 7th Ave.
Tampa, FL 33605

Sign up: Click here to register

Speakers: 

Theresa Collington is Vice President at Tucker/Hall, one of Florida’s leading public relations/public affairs firms. She joined the Tampa firm in 2021 after over 20 years in TV and digital media in Los Angeles, New York City, and Tampa Bay. Theresa works with clients on the firm’s three main practice areas – Strategy, Crisis, and Issues. She helps organizations with government and political/regulatory issues, and crisis management – everything from accidents to lawsuits. She earned a master’s degree from USF and has taught advanced digital media at the University of Florida and the Poynter Institute for Media Studies.

Darren Richards is Chief Operating Officer at Tucker/Hall, joining the firm in 2009 after a 23-year career as a news executive at some of the strongest TV stations in the country. During his time at Tucker/Hall in Tampa, Richards has worked on a variety of different clients – from those with marketing and branding needs to those in crisis communications situations. He has been accredited in crisis communications by the Institute for Crisis Management in Louisville. He has also been certified by the Yale School of Management in digital strategy.

Here’s what’s for lunch:

1905 Salad– The Columbia’s legendary salad of crisp iceberg lettuce with julienne of baked ham, natural Swiss cheese, tomato, olives, grated Romano cheese, Worcestershire sauce, and famous garlic dressing.

Pollo Manchego – A delicious combination of Manchego cheese and bread crumbs crusted on a chicken breast and grilled. Topped with sundried tomatoes, basil, and citrus sauce. Served with yellow rice.

Lunch is included with your ticket purchase.

If you need a vegetarian meal or have any special dietary needs, please leave a note in the special instructions and comment box when registering.

Tickets:
$35.00 Member
$40.00 Non-Member
$30.00 PRSSA Student

Sign up: Click here to register

PRSA ANTITRUST COMPLIANCE STATEMENT
PRSA’s policy is to comply with federal and state antitrust laws. Participants in PRSA meetings and programs are not to discuss industry-wide or individual company prices (current or projected) or matters relating to pricing such as costs, profits, wages, market allocation, or other competitively sensitive information. Compliance with the antitrust laws is a requirement for PRSA membership and responsibility for compliance rests with each member. Participants have an obligation to terminate any discussion, seek legal counsel’s advice, or, if necessary, terminate any meeting if the discussion might be construed to raise antitrust risks.

This might seem like common sense. But if it is, then why do so many organizations rely on hope instead of a crisis strategy plan? This is a serious enough issue that the White House designated September 2021 as National Preparedness Month (A Proclamation on National Preparedness Month, 2021 | The White House).

The need for crisis planning and preparedness has never seemed more necessary. President Biden’s 2021 theme is “Prepare to Protect. Preparing for disasters is protecting everyone you love.”

• Related Post: What is Crisis Management?

Here are three things your organization can do right away to build a crisis strategy plan:

Anticipate impacts

The array of potential crises can sometimes seem overwhelming, requiring you to anticipate every possible event from a financial meltdown to zombies.

One way to manage that sense of being overwhelmed is to narrow the scope of what you are planning for. You can do this by identifying the most important things to your organization and then asking yourself what you would do if the status quo were disrupted.

For example, does your business rely on a workforce of 500 people showing up every day? What would you do if 30 percent of your workforce is out sick for two weeks?

How important is cash flow to your operations? What will you do if lenders lose confidence in you? What would you do if you were suddenly denied access to your CRM system and other customer data?

Include communications

Continuing operations plans don’t have to be complex. The best plans are relatively simple to be used quickly and effectively. But your preparations must answer the “what if?” question.

If you don’t have formal crisis plans in place already, now is an excellent time to start. And as you develop these plans, don’t forget to include communications with your stakeholders.

If an event disrupts your ability to meet your obligations or threatens your brand’s reputation, you need to let those affected know what is happening from your perspective. You can reassure many of them by letting them know you’ve thought about this possibility and have a plan in place that you are executing.

Practice

Finally, you won’t be genuinely prepared for disruptions unless you practice your plan. Schedule a table-top drill at least every six months or before periods when you might be especially vulnerable, such as before tornado or hurricane seasons or before you complete a significant transaction. Make sure your backup systems operate the way you expect them to. Make sure your call trees and alternate databases are up to date.

It’s not possible to be prepared for every contingency. However, giving thought at least to your most significant vulnerabilities will add resilience to your organization. And in a time of pandemics, climate change, civil unrest, and political uncertainty, strength has never been more critical.

• Related Post: Principles of Crisis Management