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September 29, 2015 Transcript of #CommsChat on crisis comms

In light of the Volkswagen scandal, on this week’s #CommsChat we talked about the communicator’s role in steering an organisation through some of its most challenging times. We spoke about the different types of crisis situation and how best to manage communications in those instances.

Here are some of the highlights:

  •  they seem to be doing “the tried and tested” CEO resigning, releasing statements, cancelling big events etc
  •  I guess the big difference is VW has deliberately deceived its stakeholders. May be harder to bounce back
  •  A2: Leaders at fault – through decisions and culture. No one felt able to speak up against this practice.
  •  4 – take control, demonstrate honesty, move quickly, then start to rebuild but only after acknowledging the issue
  •  A4: Do not retreat into bunker: every day seek new way to communicate what you’re doing to fix it. Never allow a ‘no comment’.

 

 

 

  1. RT : Agreed, I suspect this is a wider issue, public trust in the whole industry affected!

  2.  

    T3 You exercise for worst-case scenarios, but tough to do if problem is endemic throughout the company. Catastrophic failure.

  3.  

    Totally agree

  4.  

    Agreed, I suspect this is a wider issue, public trust in the whole industry affected!

  5.  

    I suppose in some ways it’s just another case of corporate corruption.

  6.  

    you definitely need to listen to your comms people

  7.  

    What about the trust of internal stakeholders? Employees ?? Their trust may be hard to win back also

  8.  

    A2 Find and release the facts as soon as verified, emphasizing what VW is doing to correct the problem and its culture.

  9.  

    A3: and make sure you have a great lawyer (sorry couldn’t help myself!)

  10.  

    2/2 … Maybe the rebuild of trust won’t be such an epic task?

  11.  

    at heart it is a reputational crisis that should be prepared for in some form

  12.  

    Agreed definitely more to be done!

  13.  

    1/2 Regulators and stakeholders rightly outraged. I’d speculate that many customers though couldn’t give two hoots..

  14.  

    A1 The VW fraud is so massive and the credibility hit so huge, any steps are good but damage will long linger.

  15.  

    yes, seems an extraordinary decision to take, which makes me think that it’s been done before by others.

  16.  

    Is there any real way to prepare an organization for this type of crisis? Communication failed somewhere

  17.  

    A3: Crucial to have muscular comms challenge function at senior (pref board) level in any crisis – esp when reputation involved

  18.  

    but is now the right time or do they have more work to do to acknowledge the scale

  19.  

    A3: Prevention is always better than cure… Don’t rig your car emissions!

  20.  

    Acknowledging the crisis and communicating the broken trust is one thing but have they communicated how they will rebuild?

  21.  

    3 – you have to have the right culture, relationships and confidence in the comms advice

  22.  

    yes, cover up must of went to the core. I’d of though a comp like VW would of had huge emphasis on value of bribery, etc

  23.  

    2- it is important to remember that something in the corporate DNA allowed this to happen

  24.  

    A2: Huge trust issue, needs openness in response. Feeling that VW housecleaning is going on behind closed doors.

  25.  

    It affects so many customers across so many markets. I think they don’t know the impact. Diff type of crisis

  26.  

    From a technical comm standpoint communication & trust is key. Think back to the Challenger disaster & how NASA handled it

  27.  

    A bit late but interested in the subject so joining

  28.  

    A2: Leaders at fault – through decisions and culture. No one felt able to speak up against this practice.

  29.  

    Does anyone have experience of managing comms in a similar situation? (No names necessary!)

  30.  

    indeed. Reliability brand severely compromised

  31.  

    yes, it would be. I’m comparing to BP few years ago,they seem to be leading with more authentic admissions

  32.  

    Definitely, the trust issue is so much worse than had it been a natural disaster or similar

  33.  

    A2: With honesty. Investigate non-compliance, highlight wrong doing and demonstrate how this is being addressed

  34.  

    I guess the big difference is VW has deliberately deceived its stakeholders. May be harder to bounce back

  35.  

    Hey ! New to ? Please join me on 5th – 9th October (3pm GMT) for some great beginner !

  36.  

    Toyota springs to mind…

  37.  

    How about Toyota’s failing brakes incident recently?

  38.  

    be interesting to hear what their staff think

  39.  

    VW’s customers still seem unsure as to how the crisis affects them. Do you agree?

  40.  

    Is there a precedent for car maker scandal? Have others recovered from a great fall? Can’t think of a comparison case

  41.  

    not sure. Feel there’s an opportunity for more

  42.  

    But are they doing enough to communicate with all of their stakeholders?

  43.  

    I haven’t seen them do anything ground breaking or breaking the mould re crisis comms to be honest

  44.  

    they seem to be doing "the tried and tested" CEO resigning, releasing statements, cancelling big events etc

  45.  

    A1: and reliability so more to be done and that relies on how they manage comms around investigation results 2/2

  46.  

    A1: Swift admission of guilt and launch of investigation has provided foundation for recovery but VW brand is built on trust 1/2

  47.  

    If you’re like us, you’ll have been closely following the VW scandal this past week; the inspo for today’s topics

  48.  

    Evening all, welcome to today’s you’re with Emily from for the next hour


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