How to Handle Crisis Communications

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By Julie Wright, President

If you’re at the center of a crisis when one hits, like it did April 15 when two bombs killed and maimed spectators and participants at the Boston Marathon, make this your mantra:

Communicate early. Communicate often. And communicate accurately.

Communicating early, when facts are still coming in and very little can be confirmed or validated, means at least letting stakeholders know that:

1. You’re on it.
2. You care.

Social media might be among the first places you let people know that your organization is working to fact find and planning to release more information as it becomes available and verified. If you’ve pre-planned your crisis communications, you will have some prepared responses to many potential crisis scenarios so that your posts are a keystroke away and do not need vetting or wordsmithing under high stress. If you have an important message that you need to get out, use social media and ask people to share your message. Many people will be glad to help.

It’s important to show people as early as possible that you are the best and most reliable source of information about your crisis and that you care. Do not assume that they realize you’re as upset, saddened, shocked or dismayed as they are. Tell them so. And if your attorneys tell you not to comment at all, just keep in mind that their primary goal is winning in the courtroom or negotiating table. They might win there, but if you don’t communicate early and empathetically, you lose in the court of public opinion that may cost you more dearly than any court-mandated settlement. (Just sayin’. If the lawyers start driving the communications strategy, it’s game over. Think of BP in the Gulf of Mexico or Toyota with its faulty brakes.)

 

If people were harmed, you care deeply and are empathetic. If people have been inconvenienced, you’re sympathetic and are working furiously to ensure that everything is returned to business as usual.

The lawyers want to be sure that you’re not excessively admitting to responsibility for their inconvenience or injuries. This is valid, but it is a terrible and irreparable mistake to withhold any response and, as a result, project an image of callousness. You cannot be too compassionate. And compassion does not mean taking responsibility.

Think about this: What if the CEO of Carnival Cruises had gotten himself airlifted to the ship adrift and suffered alongside his customers? I would feel entirely differently about the problems Carnival and its passengers have suffered through if I knew its executives shared in the discomfort. And the headline would not be: “Boss of Carnival Adds Insult to Misery By Going to Basketball Game as 4,000 Suffer Aboard ‘Stinking Stricken Ship’…”.

Communicating often is essential because media coverage can be around the clock. If it’s an evolving situation, plan to hold media briefings every few hours. Listen closely on social media so you can correct misinformation that is getting passed around as it happens. Use your social media channels to release details in between media briefings. Establish a hashtag for your crisis communications on Twitter so that people can more closely follow the ‘official’ information source.

The frequency of your communications are a way of showing that you care about your stakeholders and are serving their needs and not just your own. Today, people make judgments based on your organization’s behavior and not just a carefully crafted message labored over by your attorneys, senior executives and others.

Inaccurate information can un-do all of your tremendous communications. To increase the likelihood that accurate information is presented on a timely basis, your crisis plan should have designated spokespeople, chains of command and reporting structures so that people in the field, on the scene or troubleshooting the issue know the protocol for providing updates. They should have the names and contact information of the crisis team, there should be a clear method of capturing and reporting out the information to the crisis team, and everyone in the field should know not to speak to but instead properly redirect the media and to limit internal speculation.

Stress degrades decision making, so successful communications in a crisis are typically based on a pre-existing communication plan that reasonably anticipates various crisis situations and develops responses so that they’re at the ready when a crisis hits.

Whether you have a plan or are planning on the fly, just repeat after me: communicate early, communicate often and communicate accurately.

Best Practices for Media FAM Trips

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By Rebecca Chappell, Account Executive

Facilitating a FAM trip – a free or reduced-rate trip offered to travel professionals to familiarize them with what a destination has to offer – is a great opportunity to build relationships with media as well as provide an experience that they can recreate for their audience.

In the case of our client Wuksachi Lodge, a full-service hotel nestled in the heart of Sequoia National Park and operated by Delaware North Companies Parks & Resorts, our FAMs have focused on what sets the hotel and surrounding area apart from other destinations. By customizing itineraries that showcase unique seasonal and year-round elements (versus one-off news items that have a quick shelf life), we are able to host media from short and long-lead outlets simultaneously. This is important, as long-lead magazines and television shows typically plan two months to a year in advance.

Executing a successful FAM trip requires a great deal of organization and there are a number of items to consider from start to finish. Here are just a few preliminary steps that will help ensure smooth sailing once guests are onsite:

Consider Timing and Resources

You need to first decide on dates for the trip, length of stay and the appropriate number of guests. Media generally prefer midweek to weekends and at least a two-night stay. Avoid holidays if possible. When contemplating how many guests to accommodate be sure to think about sightseeing opportunities. Will your guests walk or do you have a passenger van and trusted driver? And don’t overlook potential weather issues! If it rains on your outdoor activity or a heavy snow shuts down a thoroughfare, what’s the contingency plan?

Design an Invitation

Your invitation serves as pitch to entice media. In addition to the five W’s – who, what, why, when and where – it should convey the answer to the question: What’s in it for me? With all the invitations travel media receive to explore various destinations throughout the world, what makes yours worth saying “Yes!” to?

Find Qualified Participants

A great way to attract media to your FAM is to send your invitation through a professional database that specializes in the travel journalism. But just because someone accepts your invitation doesn’t mean you have to book them as part of the FAM. As part of the qualifying process you’ll want to request credentials, writing samples, links to published articles, etc. You can also pick up qualified leads from trade publications, sales and trade show activity and referrals.

Create an Itinerary

A well-thought out itinerary is imperative. Sightseeing destinations in Sequoia National Park, for example, are a great distance apart. Many require a vehicle as well as walking time. This is the sort of thing that needs to be accounted for when trying to get a media group to a tour on time. Also imperative is providing plenty of down time between activities. Sure, you want to showcase the place, but don’t pack the daily schedule so tight that media have no time to rest or explore at their own pace.

Supply Travel Tips

Before media depart for your destination you'll want to send them a list of travel tips, from driving and/or flight directions to important phone numbers to all the localized things in between. Since there are no gas stations within Sequoia National Park, we provide a list of the last gas stations you can fill up at before ascending the mountain. Because Sequoia is home to black bear, we provide bear safety information. And, as weather in the mountains can be unpredictable, we always offer suggestions for what to wear and what to pack.

These tips merely scratch the surface of what it takes to pull off a successful FAM trip. They do require a lot of organization in advance, but the results can be very beneficial for a client when all goes well!

6 Stories Your Organization Should Be Telling

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By Rebecca Chappell, Account Executive

“Even if you have reams of evidence on your side, remember: numbers numb, jargon jars, and nobody ever marched on Washington because of a pie chart. If you want to connect with your audience, tell a story.” – Andy Goodman

As professional communicators, one of the biggest challenges we have when collaborating with both nonprofit and for-profit clients is getting them to see that what they think is news may not be what the general population views as news. While smaller media outlets are typically supportive of community-based events and announcements, if you’re seeking attention from the likes of the Los Angeles Times, the Wall Street Journal or holy grails such as the “Today” show, you’d better be able to answer the question: so what?   

The “so what?” is where the heart of the story resides.

Whether your company is a small business or large corporation, think about all those facts, figures and acronyms listed in your annual report. Impressive? Sure. But why should anyone outside of your company care? It’s simply not enough to say your company exceeded profit margins or goals for the year. What were the challenges the company faced and how did it overcome them? Is your company’s successful performance the result of a group of employees that went above and beyond expectations? What does this year’s success mean in terms of the company’s future? How does your company’s success benefit the community at large?

If you’re a nonprofit, it’s even more important to resist the urge to weigh people down with a laundry list of programs, statistics and financials. Yes, those things are necessary to be transparent, but if you want media to pay attention and potential donors to contribute their hard-earned dollars or time to your organization, you have to also be personal.

In her book “Corporate Legends and Lore: The Power of Storytelling as a Management Tool,” Peg Neuhauser draws a parallel between nomadic Indian tribes of the American Plains and today’s modern organizations. As tribes moved from place to place, Neuhauser writes, they each carried a bundle containing significant artifacts from the tribe’s past. At campfires and rituals, this “sacred bundle” would be opened and the tribal elders would recount the stories behind each artifact.

Every organization has its own sacred bundle. In PR we often help clients to identify the artifacts for their bundle – the newsworthy stories that set their organization apart. We then package these stories as press materials, marketing collateral, website content, personalized annual reports and more.

Perhaps now you’re thinking to yourself that your organization doesn’t have any good stories for a sacred bundle. To help you out of this predicament, Neuhauser recommends identifying basic narratives such as:

How We Started

This is the story of how your organization was founded – who started it, and why. This often captures the need for your work to exist as well as the approach your group has taken to address this need.

Emblematic Victories

These demonstrate your group’s effectiveness. Instead of just saying “we made a difference!” this is your chance to demonstrate how that difference was made.

What We Learned in Defeat

Everyone falls off the proverbial horse from time to time. The trick is to get back up and ride again. Lessons learned in the course of defeat should be embraced for what they can teach you, and others.

Nature of Our Challenge

Stories about the fundamental nature of the issues your organization is tackling remind staff and community the reason their time, attention and energy are needed. They also serve to connect to the media and public with individuals and/or families in need versus numbers and statistics.

Performance Stories

Employee performance stories show the exemplary levels of professionalism, creativity and commitment your people bring to the organization or challenge at hand.

Where We Are Going

Look ahead five, 10, even 20 years from now. What would the world look like if your company did its job, met its goals, adhered to its vision? Paint a big picture that evokes a feeling of the future that staff, media and the community at large can invest in emotionally.

Now that the creative juices are flowing, the only thing left to do is capture your thoughts and look for regular opportunities to share your sacred bundle with media and the community. Happy storytelling!

PR: One Part Legwork, One Part Arm-Twisting and a Dash of Brilliance

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By Julie Wright, President

Albert Einstein quipped that genius is one percent inspiration and 99% perspiration. My formula for PR genius is very similar; however, it includes equal parts sweat and influence. Or, as I like to put it: one part legwork, one part arm-twisting and a dash of brilliance.

With advertising or direct mail, you can control who sees your message, where they see it and when. You can apply metrics to gauge how many times an ad needs to run before the target really notices it, or how many thousands of recipients need to receive an offer before the desired number take action.

But PR pros are in the business of ‘earning’ media coverage and generating positive word of mouth. Let’s just say that a lot of things have to align in the time and space continuum to achieve PR success. Therefore, we sweat the details, probably more so than most other marketing specialties!

Whether the campaign bombs or soars in the end will come down to how well all of our messaging, storytelling, pitching and spokespeople worked to influence the opinions and actions of others.

And here’s another old saw: “you can control everything but the weather and other people.”

Our creativity (that dash of brilliance) can set our client’s message apart and ensure a compelling story that captures attention and generates interest.

But we can’t be truly successful unless we sufficiently influence the client to endorse our approach, the campaign spokesperson to adopt the right messages and get the story across, the targeted reporters to cover it and, ultimately, the readers or viewers who must connect with the content in a way that changes their perceptions or prompts an action.

When we get the formula right and our ideas, effort and influence come together, the return on investment is tremendous with people often amplifying our client’s message through shares, likes, Tweets and yet more media coverage, invitations to speak and positive word of mouth.

With so much riding on our ability to influence other people’s behaviors and actions, what are some of the ways we work to influence our clients, campaign spokespeople, media and our target audiences?

Communicate with Clients

Clients may be the toughest to influence. Start by clarifying their objectives for the campaign or project. What would they consider ‘success’? Next, manage their expectations. They need to know what it will take to achieve their idea of success with a timeline, budget and strategies. Keep clients informed of project status – they should never have to come to you for an update. If you’ve managed expectations, are moving ahead with the project in a manner consistent with the expectations you set for the client and are proactively communicating with them, you are building a platform of trust. And, ultimately, you can only influence your client if you have their trust.

Understand the Role of a Spokesperson

Campaign spokespeople need to be provided with messaging that is short, easy to recall and relevant. When everyone agrees to the key messages in advance, all press materials, interviews and presentations can flow efficiently and consistently from that point forward. For inexperienced spokespeople, media training and ongoing coaching and feedback helps them improve. For members of the agency team that do not have experience in a spokesperson role or as media having interviewed numerous spokespeople to know what’s effective and what’s not, it’s recommended they seek out volunteer opportunities either by joining a nonprofit’s committee or freelancing for news outlets. Expert spokespeople like scientists or technologists, who are unable to speak in layman’s terms, pose a unique challenge. Pre-interview them and ask “what does that mean?” every time they use jargon, and when they make a point ask “why is that important to people?” Eventually, they’ll start telling their story in a manner that’s accessible to people outside of the lab. There are many resources where you can study and read about media interview and presentation best practices.

Get to Know the Media

Knowing how reporters work, what kinds of stories they’ve covered in the past (hint: read their stuff) and plan to cover in the future (hint: ask them), and how to be responsive and accurate in fulfilling any of their requests for information, will go a long way to building your influence with this group. Knowing your client’s business sufficiently well so that you can answer background questions reporters might need answered before they’ll commit to a story is also essential. In today’s electronic era, also know how to write a short email subject line that contains the pitch’s news hook. Be able to set up your client’s story in one sentence and back it up with a few key details. And use hyperlinks rather than long scrolling messages.   

The subject of influencing these three groups – clients, spokespeople and reporters – are blog posts in their own right, but the tips offered here should help. Ultimately, influencing target audiences is as close to a three-word definition of the entire public relations profession as you’re ever going to get, so I would need to write a book to expand on that topic. And I’m too busy sweating, arm-twisting and thinking about client projects for that!

5 Reasons it Pays to Pitch the Competition

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When I suggest pitching your competitors, you might think I'm talking about pitching them overboard.

I know it sounds counter-intuitive, but including information on your competitors when you pitch your company/client to the media can be a best practice.

Here are at least five reasons:

1. They will look at your competitors anyhow
Any journalist worth his or her salt is going to dig around to see what other company, venue or event is similar to yours. Save them the time while also putting your competition in context. [TIP: Never say anything distasteful or disparaging about your competition.]

2. You need other examples to show a trend
Trends are newsworthy--they're current and topical, but one company's experience is not evidence of a trend. Go ahead and share data in your pitch like market growth statistics or scientific research to substantiate a trend, but also share examples of other companies or events that prove out your point. If the reporter does the story, typically he or she will lead with your client/company as the primary example. [TIP: It takes three exampeles to support a trend.]

3. Profiles are the exception, not the rule
Journalists occasionally profile companies and leaders, but typically that is a once per publication opportunity, and even in a profile of a successful company or CEO, you'll see the reporter cite examples of similar companies or the experiences of similar executives. If you don't have a stand-out product, service, event or leader to submit for a profile, try positioning your story in terms of trends in your industry (see #2) and seek to be the lead example. [TIP: This is particularly effective in more mature industries or with products or services that are viewed as commodities like financial services.]

4. It enhances your credibility
When journalists see that you've included competitor information in a pitch, the very fact that you acknowledged other companies builds your credibility and shows you understand the information they need to do their job.

5. It works
When I have used this technique, I've had journalists respond telling me how much they appreciated it. Plus, it has produced coverage, and each time, the coverage focused on my client, and the effort and extra work paid off.

It's not always the answer but can be an effective technique when needed.

Part 2: The Pressures of PR in 2010

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If you’ve always thought that PR is just putting out press releases, think again. The press release is the least of it, folks. That said, it’s where clients often put the bulk of their attention.

Clients want coverage, of course. That’s how they most often measure the return on their investment, but when they don’t take the media’s needs into account and emphasize press releases over targeted story pitches or newswires instead of exclusives, they are putting their PR professionals into a box and, therefore, confining the reach and results of their own campaigns.


As your agency, we work on media relationships continually, we study the media landscape, and we identify coverage trends to ensure we’re able to be most effective for you. We understand the need to do more with less, but we cannot afford to shortchange any of our relationships or cut corners on best practices in our interactions with others on your behalf.

To understand the pressures of PR in 2010, we’ve collected below, in their own words, what journalists expect from PR professionals today. With thousands of pitches coming at them every week, trust us when we say that you cannot succeed with cookie cutter approaches, un-researched pitches or weak news angles.

And if you haven’t already, we also suggest you read Part 1 of this two-part post on the challenges journalists are facing today as well as our previous post about what makes a good story. After you’ve read through these comments, please share with us below whether this re-affirms what you already knew about PR or if it has caused you to adjust your perceptions.

NATIONAL BUSINESS NEWSPAPER:
"If you're pitching a small startup that's not publicly traded, tell me why it's part of a bigger trend. Product pitches aren't likely to succeed. I don't really care for press releases announcing a new product debut at a conference or trade show.”

"It must be something done by a big company or an action of a small firm that affects the bigger players. I don't want product announcements or minor management activity."

REGIONAL BUSINESS:
"The best PR pros are candid. In these difficult economic times, I still expect truthful answers to questions about a lack of funding or other problems. Don't be overly aggressive and keep trying to pitch deals I am not interested in."

NATIONAL NEWSWIRE:
"I never do a story based on a single pitch about a company, person or product. The best PR pros frame their pitch as part of a trend."

"I would cover a show that a celebrity is appearing in, but I wouldn't write about a charity that person is promoting. I prefer exclusive pitches, but they don't have to be just for me. However, I don't want something that's already been exclusive to someone else."

NATIONAL TV NEWS BUREAU:
"I look for character-driven topics with really amazing people. I want exclusives. Don't pitch my show if you're also trying to be on other networks too. Links to video of your client is very helpful. I can also use b-roll."

NATIONAL NEWS MAGAZINE:
"The best PR people provide exclusive information and a unique angle to the story. We'd never write about a particular product and sometimes get those types of pitches. It's obvious when PR people don't read the publication and suggest things we'd never cover."

NATIONAL FINANCIAL NEWSWIRE:
"Give me a unique insight into what you do and give us access to people who aren't normally available for interviews. If we won't use the pitch, we'll let you know quickly, so you can offer it elsewhere. Don't include us in shotgun blasts that go out to everyone.”

MAJOR MARKET DAILY NEWSPAPER:“"I don't do stories about individuals hired to run a company. I want to be connected with experts who have knowledge of a specific issue in the news. Don't be cute. Be succinct. Tell me in the pitch what the news is. Don't pitch me ‘Joe Blow' who can talk about the economy or the markets."

Part 1: Pressures of Publishing in 2010

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The last 18 months have been hell on journalists and, therefore, to a lesser degree, on media relations professionals too. To adequately explain what late 2008 and 2009 have been like in our field, we’ve got to start with the journalist’s view. Hence the two part approach to this post.

In 2008 and 2009:

• Journalists feared for their jobs. Therefore, they wanted only to cover the most compelling stories. (To understand what a compelling story is, see our last post.)

• Journalists were forced to cover more beats. One columnist we work with had his column frequency and coverage area doubled, was assigned obituaries and asked to contribute regular human interest profiles. Another had to produce streaming video product reviews for the paper's website while blogging and producing daily business news coverage.

• Journalists had less space to cover stories. Page counts shrunk in print publications and with them coverage opportunities became tighter too. A story that might have merited coverage two years ago now literally had nowhere to run.

• And, of course, journalists did lose their jobs in layoff rounds and many of the press contacts we'd made over the years were downsized.

In this environment, (W)right On Communications simply worked harder and smarter to give our clients' stories the edge.

In 2008, we began adopting more social media strategies to find additional avenues to deliver client messages and help our clients engage with their audiences and stakeholders. We watched as traditional reporters and columnists joined Twitter and Facebook and news media began to embrace real-time social media tools to break news and encourage reader participation and commentary. (In that regard, the trends weren’t all bad – given a different set of circumstances, this would have been pretty cool. But the triple threat of Craigslist, media fragmentation and decimated advertising budgets took a lot of the fun out of it.)

Our support of traditional media relations continued, however, with a greater than ever emphasis on best practices.

What are these best practices you ask? At their heart, they’re consuming traditional and social media in frequent and large doses. We read a lot! That means blogs, newspapers, and magazines as well as journalists on Twitter and Facebook. This is how we know who’s writing what, what’s new with who (or, er, with whom), and what they’ve been writing about lately as well as what they are likely to write about in the future. In addition to this, we’ve had to stay on top of trends in our own industry, first and foremost, but our clients’ industries as well.

Such research has always been necessary to produce results for our clients, but never more so. It’s not just the current economic environment. It’s also the low barriers to entry in the PR profession--from easy leads via HARO to easy and cheap press release distribution via PRWeb. These tools as well as more expensive but convenient databases like Vocus and Cision that allow people to send thousands of emails with the push a button mean that journalists are receiving 400 emails or more a day—and many to most of them are either completely outside of the journalist's beat or perhaps in their beat but containing no real news.

So, yes, sticking to best practices is, unfortunately, the way to stand out and serve the last journalists standing.

And, no, 2009 was not an easy year for media or PR professionals and 2010 may see some small improvement, but for those who haven’t cut corners and have kept their skills, knowledge and relationships fresh, the outlook is much brighter.

Stay tuned for our part two post, in which we acknowledge more of the perils of our industry.

Wall Street Journal rules more twit than Twitter

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The Wall Street Journal has issued rules for its journalists regarding their Twitter and Facebook behavior. Clearly written without any understanding of how social media works or benefits good journalism, these rules will only serve to handicap reporters and further alienate readers from the paper's content.

Social media is just another way of getting things done -- developing relationships with sources, conducting interviews, responding to readers, and driving readers to the paper's content. Gawker shared examples of how the paper's staff flagrantly (and in the case of @karaswisher, famously) flout these rules. (Thankfully.)

For an example of 'best practices' for journalists using Twitter, check out this thoughtful post by Leah Betancourt, digital community manager at the Star Tribune in Minneapolis, Minn. A.K.A. @l3ahb3tan on Twitter.

I'll keep the post short, but for the love of the newspaper industry, work it out WSJ!

San Diego media on Twitter - Part II

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I originally drafted a list of San Diego media professionals on Twitter via the San Diego Metblog that I also write for. It has become the most popular blog post on that site because it's information people want.

More journalists and media personalities have joined Twitter, so I have drafted an update here and included the original post below.

Note that some of the additions are because of a new online breaking and local news source, San Diego News Network which launches March 18:

@sdnewsnetwork - News from SDNN
@sdtips – Travel editor for SDNN
@carondg - Food editor for SDNN
@sdradio – KGB radio reporter
@ericcollins - Channel 6 weekend news anchor
@culturelust – KPBS FM news reporter Angela Carone
@michellemowad – San Diego Business Journal real estate and development reporter
@mjdavis – leads strategy and interactive at SDUT
@joshkopelman - publisher of Dining Out San Diego
@krdavy - editor of the North County Times
@tkarnold - editor of Home Media Magazine
@sdmetblogs - citizen journalism site



ORIGINAL POST - "San Diego Media Takes to Twitter"
By juliewright February 26th, 2009 @ 8:04 AM

Whether you call it real-time conversations or microblogging, Twitter is a tool that San Diego’s media are picking up and putting to use. You can follow individual reporters or on-air personalities in San Diego as well as subscribe to Twitter news feeds:

Media Tweeps
@dodgemedlin – San Diego Union-Tribune assistant news editor
@RickyWhy – San Diego Union-Tribune local government editor Ricky Young
@ninagarin – San Diego Union-Tribune ‘Street’ reporter Nina Garin
@jimtrageser - North County Times reporter
@drolland – San Diego CityBeat editor David Rolland
@ericwolff – San Diego CityBeat reporter Eric Wolff
@catherine739 – NBC 7/39 anchor Catherine Garcia
@carondg – San Diego Foodstuff blogger, freelance food, travel and tech writer Caron Golden
@lcaloh – KPBS convergence editor Leng Caloh
@culturelust - KPBS arts and culture producer Angela Carone
@tmack01 – KNSD 7/39 photographer
@helenchang – San Diego News Network business editor (launching in March)
@michellemowad - San Diego Business Journal real estate reporter Michelle Mowad
@Hula933 - 93.3 FM AJ’s Playhouse personality Hula Ramos

San Diego News Feeds on Twitter
@sdut - San Diego Union-Tribune
@utstreet - Union-Trib’s Street section
@sdbackyard - Union-Tribune’s SD Backyard community social media news site
@nctimes - North County Times
@sdcitybeat - San Diego City Beat
@kpbsnews - KPBS FM news
@nbcsandiego - NBC 7/39 News
@10news - KGTV 10 News
@sandiego6 - San Diego Channel 6
@SDSU_NewsTeam - San Diego State University news / media relations
@UCSDNews - UCSD news / media relations
@bizsandiego - BizSanDiego
@sdbloggers - SDBloggers.com

If you’ve got other local media or newsfeeds on Twitter to suggest, send them to @juliewright. And thanks in advance for any contributions.

Hitting Pause in a Fast-Forward World

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As communicators -- PR people, marketers, media, bloggers -- we're inundated with incoming and outgoing messages. Keeping pace is hard enough, but it's also not enough. We must stay ahead of the curve.

In this day and age, that's what our clients, readers, and viewers expect of us. We live in a hyper-connected world and are navigating it at hyperspeed.

Is it any wonder that from time to time, a communication goes awry or a message astray? In this communications environment, the unglamorous 'check and balance' has been run roughshod by the fast and the furious.

It reminds me of the character Toby, in my favorite TV show, The Office (yes, I'm finally making the connection to the photo above!). He's always trying to put the brakes on his boss Michael's ill-conceived ideas. But the office group-think and Michael's impatience always trump Toby's protestations, and Toby is the office buzzkill. It's good comedy, but it's a reminder that what's popular or fun is not always right or appropriate.

But, back to the real world and what happens when the checks and balances aren't adhered to: The New York Times had to post a retraction yesterday for running a letter to the editor that was supposedly from the mayor of Paris. It was critical of Caroline Kennedy and her senate seat run. New York Times letters are supposed to be verified with the author before being published. This one was edited and emailed back to its sender; however, it was published eventhough the sender -- who, of course, was not the mayor of Paris -- never responded to the Times.

This reminds me also of the French-Canadian DJs posing as French President Nicolas Sarkozy who got past the checks and balances that should have been protecting U.S. vice-presidential candidate Sarah Palin from such embarassment.

And, I'm wondering, to borrow a phrase from the French, if "c'est la vie?" I hope not. And as communicators, I think it's imperative that we keep one finger on the pause button, ready to push. Communication is often defined by what you don't say, and keeping quiet can often be the best course (see our blog post from yesterday for more on that topic.)

This season, The Office brought Toby back from Costa Rica. I'll take this as a sign that we're ready to slow the pace down, increase our control over communications, heed and head off problems before they get bail-out big, and live with making unpopular decisions rather than living with disastrous consequences.