Transcript Which Companies are Considered Good at External Relations

Leading Through Effective
External Relations
Lectures Based on
Leadership Communication
By Deborah J. Barrett, Ph.D.
McGraw-Hill/Irwin
Copyright © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Communication by Deborah J. Barrett
Discussion Topics
 Developing an external relations strategy
 Building a positive corporate image
 Working with the news media
 Handling crisis communications
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Leadership Communication by Deborah J. Barrett
Chapter 10 - 3
Steps to Developing a Strategy
 Identify your major audiences or stakeholders
 Draft, refine, and test your major messages
 Select, limit, and coach your spokesperson(s)
 Determine the most effective media
 Work out the best timing
 Monitor the results
Use analytical framework for
strategic communications
Leadership Communication by Deborah J. Barrett
Chapter 10 - 4
Analytical Framework for
Communication Strategy
Strategic
Objectives
Spokesperson
Media/
forum
Audience
Timing
Leadership Communication by Deborah J. Barrett
Identifying Major External
Stakeholders
Media
2. Analysts
3. Board
4. Customers
5. Partners
6. Competitors
7. Retirees
8. State & local
governments
9. Community
10. Others
1.
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Leadership Communication by Deborah J. Barrett
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Analyzing Stakeholders
High
Analysts
Media
Customers
Importance
Competitors
Government agencies
Partners
Low
Difficulty of reaching
High
Leadership Communication by Deborah J. Barrett
Creating Your Major Messages
 Honest
 Clear
 Consistent
 Meaningful
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Leadership Communication by Deborah J. Barrett
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Selecting the Right Spokespersons
 At the right level for the problem
 Able to project a positive ethos
 Legitimate – position or title
 Referent – charisma
 Expert – knowledge
 Trained in dealing with the news media
Leadership Communication by Deborah J. Barrett
Selecting the Best Media/Forum
1.
Press conferences
2.
Press releases
3.
Fact sheets
4.
Press kits
5.
Hotlines
6.
Web sites
7.
Advertising statements
8.
Analyst’s briefings
9.
Town hall meetings
10.
Editorials
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Leadership Communication by Deborah J. Barrett
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Which Companies are Considered
Good at External Relations
Type
Media Relations
Company
1. Microsoft
2. Coca-Cola
IBM
GE
Disney
Corporate Public Relations
1. Coca-Cola
2. Microsoft
GE
Corporate Identity
1. Coca-Cola
2. IBM
Nike
Source: The State of Corporate Communications, Hill & Knowlton funded study
of corporate reputation and communication practices conducted by Yankelovich
Partners (October 1997). Based on survey of corporate communication chiefs.
Leadership Communication by Deborah J. Barrett
Chapter 10 - 11
Which Companies are Considered Good
at External Relations (continued)
Type
Government Relations
Company
1. Boeing
2. GE
Phillip Morris
AT&T
Investor Relations
1. Microsoft
Intel
2. GE
Coca-Cola
Corporate Advertising
1. Nike
2. Coca-Cola
Anheuser Busch
Source: The State of Corporate Communications, Hill & Knowlton funded study
of corporate reputation and communication practices conducted by Yankelovich
Partners (October 1997). Based on survey of corporate communication chiefs.
Leadership Communication by Deborah J. Barrett
Best Practices of Companies
Valuing Reputation
 Design campaigns to promote the company




as a whole
Carry out ambitious programs to champion
product quality and customer service
Maintain systems to screen employee
activities for reputation side-effects
Demonstrate sensitivity to the environment
Hire internal communication staff and retain
public relations firms
 Demonstrate ‘corporate citizenship’
Source: Fombrun, Charles J. Reputation: Realizing Value from the
Corporate Image. Boston: HBS Press, 1996.
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Leadership Communication by Deborah J. Barrett
Working with the News Media
 Understand the news media’s role
and importance
 Determine when to talk to them
 Know how to manage encounters
with them
 Prepare for the interview
 Perform during the interview
 Follow up afterward
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Leadership Communication by Deborah J. Barrett
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Deciding to Talk to the Media
 What will the company gain or lose?
 Why would the media be interested?
 Is your story in the context of a negative story?
 Who is the reporter?
 Do you have all of the facts?
 Will you be able to come across as knowledgeable
and credible?
 Will the coverage result in additional positive
interest in your company?
 Is there any way an interview could turn negative?
Leadership Communication by Deborah J. Barrett
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Preparing for an Interview
 Have content well under control
 Know how to dress and how to appear credible
 Develop your strategy
 Know something about the reporter’s
background
 Establish ground rules with him or her before the
interview starts
 Practice in a setting similar to the one in which
the interview will be conducted
Leadership Communication by Deborah J. Barrett
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Conducting a Successful Interview
1. Talk from the viewpoint of the public’s interest,
not the company’s.
2. Speak in personal terms whenever possible.
3. If you do not want some statement quoted, do
not make it.
4. State the most important fact at the beginning.
5. Do not argue with the reporter or lose your cool.
Source: Burger, C. (1993). “How to Meet the Press,” The Articulate Executive:
Orchestrating Effective Communication. Harvard Business Review.
Leadership Communication by Deborah J. Barrett
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Conducting a Successful
Interview (continued)
6. If a question contains offensive language or
simply words you do not like, do not repeat
them, even to deny them.
7. If the reporter asks a direct question, he is
entitled to an equally direct answer.
8. If an executive does not know the answer to a
question, he should simply say, “I don’t know,
but I’ll find out for you.”
9. Tell the truth, even if it hurts.
10. Do not exaggerate the facts.
Source: Burger, C. (1993). “How to Meet the Press,” The Articulate Executive:
Orchestrating Effective Communication. Harvard Business Review.
Leadership Communication by Deborah J. Barrett
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Following up after an Interview
 Review the copy if possible
 Provide feedback to the reporter
 Thank the reporter
 Record notes on the experience for the sake of
organizational memory
Leadership Communication by Deborah J. Barrett
Handling Crisis Communication
1. Develop a general crisis communication
plan and communicate it
2. Once the crisis occurs, respond quickly
3. Make sure you have the right people ready
to respond
4. Put yourself in the shoes of your audience
5. Do not overlook the value of the Web
6. Revisit your crisis communication plan
frequently
7. Build in a way to monitor the coverage
8. Perform a post-crisis evaluation
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Leadership Communication by Deborah J. Barrett
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Discussion Summary
 Corporate reputation greatly affects profitability
and overall success.
 Leaders must develop a sound communication
strategy for managing external relations, one that
includes all stakeholders (internal and external).
 Working effectively with the news media requires
establishing a positive relationship and always
being prepared in interviews with them.
 All companies should have a crisis
communication plan and ensure all employees
know what to do if a crisis occurs.