• Provide promised information: If you offered to check on a statistic or find an answer, be sure to follow up and provide that information. Do this as quickly as possible.
• Correct inaccuracies: Not sure if you said “million” instead of “billion”? Shoot the reporter a follow-up confirming the correct version. It’s easier to edit now than it is to correct a published story.
• Offer Support: Many reporters may not know when their story will run. Rather than pestering them for a date, ask if they can share the story when it’s published so you can promote it. You’ll be alerted when the story runs, and they’ll get some extra link clicks. It’s a win-win!

The post Post-Interview Follow-up appeared first on The Mach 1 Group.

Did you know…

• Immediately after, we remember 50 percent of the information?
• One day later, we remember 25 percent?
• One week later, we remember only 10 percent?

A key message is the ten percent you want your audience to remember. It is an idea, concept, fact or story you wish to convey. It sounds simple, but the challenge many people or organizations face is that they are unclear about what they want to communicate.

Over the next few weeks, we’ll break down strategies and tactics for developing and delivering key messages.

Mach 1 Group in the News

In case you missed it, this week, we launched an exciting new service, Championing Women Leaders, Curriculum for Supporting Women in the Workforce.

"We realize the skills needed to retain women are the same skills with which we arm companies to navigate a crisis – proactive planning, efficient processes, adaptability and constant communication. As a firm founded, staffed and led by the best and brightest women in the Texas Capitol area, there is no firm better prepared to help companies navigate this crisis," said Mach 1 CEO and Founder Katherine McLane.

Read more about this service offering in Market Watch.

The post Developing Key Messages: What is a message? appeared first on The Mach 1 Group.

When asked, “Wanna play a game,” your response has to be, “What are we playing,” right?

Before you agree to an interview, be sure to establish what you’re agreeing to. Once you have the facts, you’ll be able to plan accordingly.

What to ask…

• Is it a live interview?
• Live to tape or taped?
• How long will the interview last?
• Is it in person, over the phone, or via zoom?
• What is the interview location and backdrop? (If it’s at your HQ, you can make sure your logo or other signage is in the shot.)
• If you’re speaking to a print reporter, will they send a photographer? (Another signage opportunity!)

The answers to these questions determine your strategy for acing the interview and making the most of your media opportunity.

Need more interview tips? We can help. Learn more about The Mach 1 Group’s Express Media Training and show up to your interview ready for whatever curveballs may be thrown your way.

The post Interview Preparation: Before They Ask Questions, Here’s What YOU Should Ask appeared first on The Mach 1 Group.

It’s not the crisis that determines your reputation but how you respond to the situation. Small mistakes or the wrong plan of action can have a devastating impact.

Some of the most common risk factors we see during a crisis include:

TIMING: when to inform the public
INFORMATION: what is the right and wrong type of information to share with the public
SPOKESPERSON: it’s not always who is best qualified to speak, it’s who can do it well

Let’s talk more in-depth about just one of those risk factors: TIMING.

In a crisis, organizations may view communications simply as part of the crisis management process and may seek to manage it consecutively, failing to create a separate process that allows it to take place in tandem. While closely aligned, the crisis communications process and the crisis management process must not be allowed to get in each other’s way; rather, they must occur concurrently with close coordination and cooperation.

A common mistake is that many organizations work to gather all available information and finalize a plan before communicating publicly. During this process, they lose valuable opportunities to reassure their audiences, even if the situation is still developing, failing to recognize that a reassuring, if not substantive response, is far better than no response at all.

Constant reassuring communication with your audience makes them feel not only informed but as if they are part of the process. It’s as if you are taking their hand and moving them through the steps along with you, resulting in greater trust and the audience coming to your same conclusions based on the narrative YOU present. If you wait and only communicate when you have all the answers, the public is left to their own story of events and making it harder to regain trust. It’s a lot like a grade school math equation—show your work and receive credit regardless of the correct answer.

The Mach 1 Group has helped dozens of organizations establish a plan of action that takes these risk factors — and more — into account. For more information on how we can help before, during, and after a crisis, CLICK HERE.

The post Risk Factors During a Crisis appeared first on The Mach 1 Group.

Whether it is an elected official communicating in an official capacity, a company dealing with a crisis, or an organization forced to make a difficult decision — it can be challenging to communicate effectively when you know criticism will result. So, when you know you can’t make everyone happy, how do you move forward with confidence?

Let’s look at a current example.

With the coronavirus continuing to spread through our communities, school leaders across the country faced a difficult choice for the fall: to move forward with in-person learning — risking
exposure; to go virtual — putting stress on parents and teachers, while risking the educational advancement of students; or go hybrid — with scheduling headaches and a combination of the risks listed above. Sadly, all the options have pros and cons. No matter what each school or district chose to do for their community, they were sure to receive backlash.

So how do you proceed? Effective communication is a crucial component.

Schools that stayed in contact with parents and staff throughout the pandemic have fared better with their communities. Communication helps demonstrate that an organization is on top of an issue and builds confidence with your audience and stakeholders.

Administrators didn’t need to send “big news” — constant yet concise updates have helped parents feel a school is proactive and responsible, be it sending an email that the school was scheduled for a professional cleaning, sharing photos on social media of the new outdoor classroom that was constructed, providing a list of safety protocols that faculty will adhere to this school year.

On the other hand, if school leaders were meeting but not communicating with parents, they appeared distant and unprepared. Parents who were informed just weeks before the fall semester that school would begin virtual were furious and took to social media and even the press to express their discontent. These schools and districts failed to anticipate and adequately prepare for an adverse reaction and missed the opportunity to control the damage.

Next, when faced with a difficult decision, it is essential to identify the issues and address them head-on.

For example, if a school decided to go virtual, they cannot and should not ignore the problems that stem from that decision: a lack of childcare, student attention, online access, and technology gaps. Districts that decided to go virtual without adequately addressing the ancillary challenges and offering solutions have been mercilessly criticized.

On the other hand, schools that proactively offered solutions – for example by helping parents form learning pods; partnering with local charities to provide free learning centers or tutoring options; communicating how teachers were going to address classroom attention and engagement through innovative ideas; and addressing internet access needs for their students – have a parent population that is more satisfied with their decision.

Knowingly making a decision that could solicit a negative reaction is not easy. Therefore, it is paramount to make sure your audience feels heard, understood, and supported – for them to understand the logic behind your decision and plan for handling any bumps in the road. Announcing difficult decisions is difficult as well , for example knowing how to use the right language and respond to the inevitable criticism.

During times of crisis, organizations need to focus on logistics and daily operations. Public relations and crisis management groups like Mach 1 bring tremendous value because they allow the institution to focus on the pertinent business matters while we anticipate, prepare for, and respond in real-time to the crisis at hand.

The post When you can’t make everyone happy, how do you communicate with confidence? appeared first on The Mach 1 Group.

What has happened to Ellen — both the accusations themselves and the response — is a cautionary tale in public relations and crisis management.

First, it is essential to understand that when you build a brand on the back of an individual, everything that person does in and out of the spotlight will be scrutinized. Ellen’s brand is Ellen. She has built an empire on her leadership, advocacy, and personality. Her daytime show cornered the niche on feel-good stories, supporting everyday heroes, and donating to those in need. It was a shining beacon of “nice” — and Ellen herself was a vocal advocate of being kind to everyone. So, when accusations began to circulate on the internet that Ellen was “notoriously one of the meanest people in Hollywood” — people started to take notice. Ellen’s primary mistake here, of course, was not practicing what she preached. Her callous and aloof behavior when the red light was turned off threatened to dismantle her public image.

As public relations experts, we caution clients about the constant threat of a crisis. Those who build a brand around a singular entity – be it a celebrity, forward-facing CEO, or public company representative – need to be aware that personal choices and behaviors affect the brand as a whole.

Next, Ellen failed to adequately respond to the accusations. A poorly timed and/or poorly executed response to a scandal typically exacerbates the issue — and unfortunately, this is precisely what Ellen did.

Her response was slow. Rumors of her unkindness began circulating on social media in March. In mid-July, Buzzfeed published a workplace exposé that lifted the lid and brought legitimacy to the stories. Ellen did not issue a response until July 31. Her response was also viewed as insincere. In Ellen’s letter to her staff, she claimed that she wanted the show to be a place of happiness and respect and that she was “disappointed to learn this has not been the case.” While her words claimed she accepted responsibility for the mistakes, the letter also deflected blame to senior producers and failed to address the accusations lodged directly against her.

In crisis management, it is essential to assess the severity of the issue, target who has been affected, and — while often difficult — recognize when you have personally contributed to the problem. With a meaningful, genuine response, you can mend broken pieces and protect your brand. And this is where an outsider’s perspective — like the help of a public relations firm — is invaluable. We objectively assess the problem, help issue quick and appropriate responses, and help win back trust as you weather the storm.

Ellen’s reputation is bruised. While she recently fired three of the producers who were named by former staffers as harassers, as the brand, she continues to carry the weight of this problem. She needs to listen to her staff’s concerns, and respond with sincere, individual apologies, concessions, and personnel training. She also owes the public an explanation and needs to make a concerted effort to win back their trust — without it, she may never get back what she has lost.

The post Ellen: What Went Wrong from a Public Relations Expert appeared first on The Mach 1 Group.

No, perhaps your company did not contribute to this crisis, but how you behave and communicate during it could affect business for years to come. Regardless of your trade: from retail or food and beverage, to security or healthcare, and everything in between — your company should always be prepared for potential crises. This includes severe weather, fire, crime, product issues, reputation crises, HR incidents and as we are seeing today: a global public health crisis.

Streamlined crisis communications, both proactive and reactive, ensures that all relevant personnel can quickly and effectively communicate with each other as well as sharing information to swiftly rectify a bad situation, protect employees and assets, and ensure business continues.

A great example of good crisis communications this past week has been the major grocery retailer, HEB. As millions of Texans flocked to one of the state’s largest grocery chains and products started to fly off the shelves, HEB stepped up, acted swiftly, and communicated effectively to mitigate meltdowns, ease concerns about running out of product, protect public health, and demonstrate that their business would continue to operate as smoothly as possible. As toilet paper flew off the shelves and images of shoppers panic-buying bulk items were reported across the country, HEB acted swiftly.

In just a matter of days, HEB posted clear and concise instructions to protect public health: six feet of distance between shoppers in line, installing “sneeze guards” for cashiers, and they communicated how they were sanitizing and keeping their facilities clean for the safety of all Texans. They communicated that they were adjusting store hours to be able to restock product, and would be limiting popular products like toilet paper and cleaning supplies to a certain number per customer. HEB even went one step further, since they are an integral part of Texas’ community, and waived delivery and curbside pick-up fees for residents.

HEB blasted several notices out to all media outlets. They put messages on all of their social media channels to be shared, and on their website. They posted clear and concise instructions at all of their stores — both to give guidance and reassurance to customers, and in many cases allow customers to pass along the information via their own personal and social media networks.

The swift and decisive response was immediately reported by local media and shared all over social media.

By HEB putting this direct and reassuring communication out to the public they equipped Texans with the knowledge of how to move forward during a crisis situation. The main goal of crisis communication is just that: to enable seamless communication during a crisis and reassure the customer. Three effective strategies for streamlining communications that many effective companies utilize are:

• 1. Real-Time Communication: as with the COVID-19 crisis and period of quarantine, the situation is changing every minute. Acting swiftly and updating content as the crisis evolves is vital.
• 2. Accessible Information: do not hoard your content or expect that the right people will find it on their own. Crisis messaging should be distributed far and wide.
• 3. Relevant Messaging: Communications should be relevant to the individual/customer — what problems they are facing, and how you are rectifying the crisis or stepping up to the challenge.

While we never hope you or your company has to deal with a crisis situation, recognizing that crises can come from outside or inside your company, and the importance of having the tools and a plan in place — is vital. Every year more businesses of all sizes are recognizing this importance and are investing time and resources into emergency communication methods. Communicating effectively takes knowledge and practice.

At Mach 1, we work to empower you and your brand with the skills to achieve your communication goals and offer tangible crisis communications support before, during, and after a challenging time in order to help you and your business come out on top.

The post Communicating your Way Through a Crisis like COVID-19 appeared first on The Mach 1 Group.