The best list of social media monitoring tools I’ve ever seen

Ah yes, everyone seems to know by now that if reputation matters, you gotta monitor. And everyday I see more and hear more about how the brightest minds are solving the dilemma of finding the needle of relevance in the haystack of cr–uh, irrelevance.

I am seeing more and more good lists of options for monitoring from the basic and free to the richly complex and very expensive. But, thanks to Kim Stephens’ idisaster 2.0 blog, here is the best list I’ve seen so far. I know I’ll be referring to this wiki when asked for good social media monitoring tools.

 

Posted in Crisis Advice, Crisis Case Studies, Crisis Communications, Crisis Communicator, crisis management | Tagged | 2 Comments

TED finds you’re damned if you do, damnder if you don’t: you’re just plain damned

TED is one of those Internet phenomenon that makes me glad I’m still alive to see this kind of thing. Some of the most interesting ideas and talks have emerged from this forum.

But, the controversy surrounding them today and particularly Chris Anderson, TED’s leader (and not the same person as the editor of Wired and author of Long Tail–at least not according to wikipedia) shows what today’s social discourse and media/social media environment is like.

They opted not to post a talk about inequality that was clearly very partisan. Even though the audience and orientation of TED seems a little leftish, when they opted not to air this one based on its partisanship, they got hammered. They were threatened by the PR firm the author hired that if they didn’t post they’d get blamed as being a tool of the Republican party. Sure enough, National Journal took the bait and TED got hammered by the lefties.

So, in this post explaining what happen, Anderson nicely gives the background, and then finally at the end explains why they are now publishing. Oops. Hammered again, this time from the right.

This is similar in many respects to the Komen Foundation issues, in that when something touches on political hot buttons, you are in a no-win situation. Someone is going to get ticked off and try to start a firestorm. The digital lynchmob is waiting, surrounded by dry tinder. That’s the environment we live and try to build and protect brands in. You’re right, I don’t like it much and wish it would change. But, that’s the world and learning how to maneuver in it, how to build companies, do our jobs and survive the brickbats and outrage, that is the challenge. It doesn’t seem to be getting easier.

 

Posted in Crisis Communications, crisis management | Tagged , , , , | Leave a comment

Why declining views on YouTube is good news for you

I’ve become a bit of a video nut. After talking for a long time about the importance of video in today’s digital communication world including crisis communication, I’ve become quite deeply engaged. My new company is busy producing a series of training and education videos for crisis and emergency communication professionals, and I found myself in the process starting to help a number of other clients/friends/associates produce their own web videos.

So this headline about YouTube experiencing a rather sharp decline in views got my immediate attention. I’ve been talking a lot lately about the critical importance of video on organization’s websites, citing Cisco’s prediction that Internet content delivery will be 90% video in 2013 vs 30% in 2010. That’s an amazing stat. So what’s this about declining views on YouTube?

As the headline accurately portrays (unusual, isn’t it?) the decline in views is part of a plan by YouTube owner Google to reduce clicks while increasing the length of views. The merger of the Internet and broadcast/cable TV is well underway. After reading the book on Steve Jobs I’m waiting for the announcement of the the Apple TV which will likely mark the complete mixing of the two. YouTube clearly intends to become a major, if not the major, entertainment and information channel. More correctly, purveyor of a multiple host of channels operated by users.

YouTube’s vision, it appears to me, is to make full use of the social networking and interactive engagement elements of the Internet in transforming how we are entertained and informed. I do believe they are on the right track, even as competitors continue to chip away at their dominance. So, instead of a box with a screen on it that the family gathers around to watch Disney’s Wonderful World of Color (some of my favorite childhood memories), we will carry with us at all times the means to access our favorite entertainment/infotainment and we will interact with others as part of the viewing process. We will share the ones we like with our friends, families and associates. We’ll comment (if current comments are an example, with great rudeness, meanness and snarkiness). And we’ll create content ourselves.

I think the implications for crisis communications are quite obvious. Most larger organizations already know that video is an important part of the response to a reputation crisis, and particularly if that crisis is focused on social media and includes or is focused on video. But do these organizations, and particularly smaller ones, have the capability to produce in very short order (less than an hour) the video content they need when they need it?

No question the technology and processes that allow quick but quality production are becoming much more widely available. The videos we are producing for clients are typically around a minute in length and cost about $200-$300 to produce (and yes, we can make some pretty good money at that). That will come as a shock to many who believe based on experience that you can’t seem to start up a video without spending $20k or more.

Imagine doing crisis communications without a laptop and word processor. In the future (like tomorrow) you won’t be able to imagine doing crisis communication without a video camera and editor. And probably YouTube.

 

Posted in Crisis Case Studies, Crisis Communications, Crisis Communicator, crisis management | Tagged , , , | Leave a comment

JP Morgan makes bloody big trading error, and the media sharks attack

The folks at Goldman Sachs are breathing just a little easier today. The media sharks have found another sad victim: JP Morgan.

$2 billion in trading losses is a lot. Certainly would be hard for me to swallow. And that’s part of the problem with this kind of story. It’s pretty hard for us common folks to understand the scale and scope of Wall Street Investment activity, and when you have politically motivated “reporters” doing all they can to make these bankers seem evil incarnate, it gets even more confusing.

The LA Times’ Michael Hiltzik tries to make JP Morgan CEO Jamie Dimon into a sneaky, lying, incompetent boob—or banker. The headline of his post on LA Times is “What Jamie Dimon didn’t tell you on ‘Meet the Press.’” I kept looking for the big disclosure.  Where is the bombshell that Hiltzik promises in the headline?

Hiltzik’s piece, other than a blatant and snarky attempt to discredit Dimon, is an outright plea for more banking regulations. His primary objection to Dimon and his communication about the trading fiasco is that Dimon is trying to avoid further regulation. Hiltzik says: Dimon’s theme was essentially as follows: “Hey, everybody makes mistakes — sure, we lost $2 billion, but we’ve still got billions more, and we’ll figure out this one ourselves without the need for any further regulations, thank you.”

 $2 billion in trading losses is a lot. And it would be quite right for the guy in London who made $100 million per year for the bank and who made these trades to reimburse the bank some of his huge salary. Also appropriate for the executive, Ina Drew who supervised the badly mistaken trader, to resign. But Dimon’s efforts on the conference call where this was revealed was right to try and put it in perspective. In fact, his effort at doing that is likely what really ignited Hiltzik’s ire.

That trader, called the London Whale because of his outsize portfolio he was playing with, was betting $350 billion of the bank’s money. The puts the $2 bn loss in a little bit of perspective. If I was playing around with $350,000 with the objective of making the highest return possible, I’d probably take some big risks with some of it and probably lose some of it. $2000 in losses out of $350,000 wouldn’t seem so awful to me. But why would one trader have such control over $350 billion? It helps a little to see that the bank’s assets are $2.3 trillion. That’s trillion, with a T. Sorry, my mind stops at about ,000.

I don’t mean to belittle this mistake. But from what I see Dimon handled it quite well from a communication standpoint. He communicated about it quickly. He apologized for not being able to communicate about it faster. He called it “stupid.” Over and over. He made clear (as much as he could given the arcane language of hedging, credit default swap derivatives and all that stuff) the underlying error that was made. The people involved experienced a career ending event, and it may be that his career may yet end over this. What is not so clear to me, in the very brief overview I gave this, is exactly why one trader was given so much to play with, with apparently so little supervision, and what exactly will be done to prevent this kind of error in trading judgment from happening again.

Hiltzik’s answer is more regulations. Someone needs to tell him that the government simply can’t regulate all risk away, as much as folks like him might want it. The stupidity demonstrate by JP Morgan in management that led to this disaster is one problem that I’m confident smart managers and the competitive market can fix. But what can’t be fixed so easily is the easy target that banks have become for the likes of Hiltzik, who like the politicians they seem to want to be, appeal to the fear and outrage of the people hurt in the financial crisis to promote their legislative agenda. And what really needs to be fixed, is the editorial staff of the LA Times to allow this kind of demagoguery to go on parading as reportage.

Posted in Crisis Advice, Crisis Case Studies, Crisis Communications, Crisis Communicator, crisis management | Tagged , , , , | 1 Comment

Unhappy? P-d off? Mad as hell? There’s an app for that.

I saw an item in a PR newsletter that a Walmart store manager started a petition to remove the CEO–and got 13,000 signatures. That’s how I found out about change.org. Maybe you are already familiar with this site. It is a tool for starting a petition and collecting signatures.

So, if you are unhappy about something, want to fight injustice or just cause trouble for someone you don’t like, apparently there’s an app for that.

Cool thing about this, from a p-d off person’s point of view, is that here is an online community of malcontents, fellow p-d off people and activist types who want to change the world simply by signing up. The site likes to tout its success such in suggesting that Secretary of State Hilary Clinton changed her position on Saudi women’s rights because of this site.

The implications for crisis management are quite clear. You don’t really want to end up on change.org. But, if you are big and powerful, no doubt sooner or later you will. Monitoring this site is probably a very good idea. Not just to see if you are there yet, but to see what is driving all the anger today.

I think I want to start a petition and put it on change.org. It will be something about protesting everyone’s bad attitudes and those people who prey off them and amplify their outrage. Uh, why can’t we all just get along?

Posted in Crisis Case Studies, Crisis Communications, Crisis Communicator, crisis management | Tagged , , | Leave a comment

Man bites dog: media doesn’t overhype BSE problem

Frequent crisisblogger readers know how tough I am on today’s media coverage that focuses on fear and outrage to compete for scarce readers and viewers. So, in a man bites dog sort of turn-around, I am sharing this story from Columbia Journalism Review that suggests the media took a fairly nuanced approach to the latest discovery of mad cow disease.

“Mad cow disease,” like “pink slime” by its very name screams for attention. I have a picture in my head of a cow running around, eyes rolling, bumping into trees and fences. I do believe there was some coverage that could qualify as fear mongering, but in general, I think the media did a good job of conveying important reassurance messages from USDA and putting this particular situation in proper perspective.

This is a far cry from the pink slime controversy. But, while the initial reaction of the beef industry to the pink slime and then the BSE problem was to say, Oh no, we are in for it now, it appears that there is minimal damage to the industry from these two situations. Here is a reassuring word sent to the ag industry from a leading weekly newspaper, Capital Press, serving the Western states.

Given the heighten concerns caused by pink slime and the slimey way it was treated in the press, it is an interesting comment to see that such kind of event may have minimal collateral damage. I suspect BPI, the company with shuttered plants, may not feel so good about it, however.

Posted in Crisis Case Studies, Crisis Communications, Crisis Communicator, crisis management | Tagged , , , , | Leave a comment

Spirit Airlines feeling veteran’s outrage after denying refund to dying vet

It sounds like a perfectly reasonable corporate policy. If you want to be able to get a refund on a flight you can’t take, you buy insurance. If you don’t buy insurance, you don’t get a refund. If you could, by begging and pleading and claiming special circumstance, there soon would be no takers for flight insurance. So, when a veteran who was planning a trip to see his daughter couldn’t make the flight because his doctor said his cancer was too advanced, he asked Spirit Airlines for a refund. They said nope.

Fox News picked up the story and from there it went to veteran’s groups around the nation. The response of Spirit to the hubbub: “We’re happy to look at [letters in support of Meekins]; however, we are standing by our decision not to provide the refund,” Spirit spokeswoman Misty Pinson told FoxNews.com.

So now veteran’s groups are trying to organize a boycott. No doubt the publicity and apparent callousness of the airline will hurt them.

No doubt most in crisis management would say to Spirit: don’t be ridiculous. Apologize. Tell the man you made a mistake and give him his money back. And that sounds reasonable. But from the CEO’s  chair, these things don’t look that black and white. What happens to our no refund policy. Forever after anyone looking for a ticket refund who has not purchased insurance will parade this story and the veteran outrage with a threat to cause the same problem for them. What does Spirit do? Change their refund policy? Make it easier for those not choosing insurance to get refunds? And how do they decide? Does a refund go to those who have the ability and will to raise a big online stink? Is that fair? Should decisions like this be made on a case by case basis?

The Fox News story was May 1. On May 4, this statement was published on the Spirit Airlines website (albeit, not easy to find):

Statement From Ben Baldanza, CEO of Spirit Airlines

 

 

MIRAMAR, Fla., May 4, 2012 (GLOBE NEWSWIRE) — “At a time of ever-rising airfares, Spirit Airlines makes commercial air travel affordable for many Americans. A very important part of keeping our airfares reasonably priced is our refund policy.

“Every day we seek to balance customer service with customers’ demands for the lowest airfare possible. But sometimes we make mistakes. 

“In my statements regarding Mr. Meekins’ request for a refund, I failed to explain why our policy on refunds makes Spirit Airlines the only affordable choice for so many travelers, and I did not demonstrate the respect or the compassion that I should have, given his medical condition and his service to our country.

“Therefore I have decided to personally refund Mr. Meekins’ airfare, and Spirit Airlines will make a $5,000 contribution, in his name, to the charity of his choice, Wounded Warriors.

“We have worked hard to build a great company that makes air travel affordable while making our employees proud and customers satisfied. All of us at Spirit Airlines extend our prayers and best wishes to Mr. Meekins.”


So the CEO is personally refunding the veteran. He explains why the policy exists and why it benefits the airlines customers. He apologizes for the lack of respect and compassion shown. He offers a $5000 charitable contribution.

This is all good and appropriate, but like most crises of this kind, will not undo the damage. Another sad example of too little, too late. I had to dig to get this part of the story. Most will not. They will only see the unfortunate quote from Misty Pinson in the Fox story, plus all the online anger. They will continue to see Spirit as heartless.

Spirit Airlines was clearly caught flat footed by this. They had one chance to get a message out and they blew it. There is no way Fox News is going to replay the story with their more considered response. And, by burying their statement in their press room which is actually their investor relations section of their website (that says something right there) they are getting very little bang for the bucks they committed to this. Here is one of the best reasons I’ve seen for anticipating this kind of crisis in advance and being ready with messages and responses the very moment something like this emerges.

Posted in Crisis Advice, Crisis Case Studies, Crisis Communications, Crisis Communicator, crisis management | Tagged , | Leave a comment

Two books to commend: Jonathan Bernstein and Jim Moorhead

I’m an avid reader (mostly history, science and faith, biography) and even once in a while pick up a book on crisis communication. Over the past couple of months I’ve read a couple of good ones. “The Instant Survivor” by Jim Moorhead and “Manager’s Guide to Crisis Management” by Jonathan Bernstein. While both are solid books providing good advice, it is Bernstein’s book that will go on my top shelf for ready reference.

“Instant Survivor” takes a winsome approach to crisis management. Moorhead reveals his own personal crisis as well as stories of many others facing personal crises to bring home his four key lessons to crisis management: stay frosty (maintain cool control), secure support, stand tall and save your future.

All good advice and presented in a very warm, personal style. His experience shines through in solid advice: (page 31) “Practice extreme honesty. We need to be as honest with ourselves as we demand others to be with us. How do we like to be treated when things go sour–when we get laid off, hear bad health news, or have a relationship broken off? We want to be told the truth. We reject people who shade a story…”

The strength of Moorhead’s book is this kind of story telling and basic guidance helping executives examine their own values, morals and character and to see those items in relationship to how they will deal with truly major crises.

Jonathan Bernstein’s book is far more prescriptive and practical. It is also written in a comfortable, highly readable style. While including stories and examples, the focus is on guiding senior managers through the steps needed to prepare for, respond to and recover from crisis. As a very practical, very useful and spot-on guide, you can’t do much better than this.

I’ve been fortunate to work with Jonathan on a few projects in the past and have learned a lot from him. But I also learned a lot from this book, particularly in the area of crisis prevention and vulnerability assessments. I really appreciate the guidance he gives in how organizations can conduct their own assessments, while also making it clear that working with an experienced consultant in this area has many benefits. Jonathan’s focus on prevention is very clear in even his definition of crisis management: “the art of avoiding trouble when you can, and reacting appropriately when you can’t.” I doubt that many involved in crisis management include prevention as 50% of the equation–but they should.

While Jonathan is a true expert in media training and response, I also very much appreciate his oft-repeated theme of direct stakeholder communication. There are a great many crisis communication experts out there, but few who go beyond traditional media management to the degree that Jonathan does. In my view, this is probably the number one failing of many PR folks doing crisis communication.

Another strength of Jonathan’s book, clearly based on experience, is his extensive advice on online reputation management. He devotes an entire chapter and provides incredibly useful advice on key aspects including monitoring and the role of Search Engine Optimization.

There is much more to commend in this excellent book, but to steal a quote from Jonathan, I wish I could publish the entire book in this blog, but I can’t so you’ll have to go out and buy it.

 

Posted in Crisis Case Studies, Crisis Communications, crisis management | Tagged , , , , | Leave a comment

Tide, Procter & Gamble and the Forbes story on “probable carcinogen”

Earlier today I was asked to comment on the Forbes piece on Tide using a “probably carcinogen” 1,4 dioxane and Procter & Gamble’s response to it.

First of all, I say shame on Forbes for giving this story its prominence. It is one thing for an activist group like “Women’s Voices for the Earth” to make unsubstantiated health claims and deceptive tactics, but it is another for respectable media outlets to cynically use these tactics to get eyes on their screens.

Let’s look at the facts.  The Forbes article puts the deadly claim in its first paragraph: “surprising discoveries including the presence of 1,4 dioxane, a solvent the EPA calls a “probable carcinogen.” That statement, combined with the apparently fair and unbiased headline “Proctor & Gamble Defends…Carcinogens” does all the necessary damage. All those who are so quick to believe that every chemical is carcinogenic and all big companies like P&G somehow live for profits only and are knowingly killing people at every opportunity will take this Forbes story and run with it.

If Amy Westervelt, the author of the Forbes’s piece, or her editor, had taken the two minutes I did to look up the EPA article that is referenced, they would have seen this:

EPA uses mathematical models, based on human and animal studies, to estimate the probability of a person developing cancer from drinking water containing a specified concentration of a chemical. EPA calculated an oral unit risk estimate of 3.1 × 10-7 ( µg/L)-1. EPA estimates that, if an individual were to continuously drink water containing 1,4-dioxane at an average of 3.0 µg/L (3 x 10-3 milligrams per liter (mg/L)) over his or her entire lifetime, that person would theoretically have no more than a one-in-a-million increased chance of developing cancer as a direct result of drinking water containing this chemical. Similarly, EPA estimates that drinking water containing 30.0 µg/L (3 x 10-2 mg/L) would result in not greater than a one-in-a-hundred thousand increased chance of developing cancer, and water containing 300.0 µg/L (3 x 10-1 mg/L) would result in not greater than a one-in-ten thousand increased chance of developing cancer. For a detailed discussion of confidence in the potency factors, please see IRIS. (7)

(I haven’t done the conversion from micrograms and milligrams yet, but it looks like I would have to “continuously” drink an awful lot of water with Tide in it to run any sort of risk of getting cancer.)

Like so many scare stories, the “probable carcinogen” story is based on extremely high doses. Water kills too, in too high a dosage. Which means that maybe EPA should label all water bottles “probably lethal.”

The underlying problem is that we have activist groups who are in business too and need success stories like getting their attacks published in major media in order to attract more funding to keep their employees at work. This is a major coup for Women’s Voices. But, of course, media outlets like Forbes need to attract readers, so stories like this play very well. As Microsoft researcher Dana Boyd makes clear, fear is the strongest weapon media have to attract audiences in today’s oversaturated environment. She calls is “the culture of fear and the attention economy.”

Which doesn’t answer the question of what Procter & Gamble does about it. They are between a rock and a hard place—which is just where the activists want them. If they replace it, the activists can say, “See, you knew for years this stuff could kill you but you did nothing about it. Proves you put profits before people.” If they defend it, as they are weakly trying to do, it just proves that they don’t care that their detergent has a carcinogen in it. And people will switch to something “safer.” At least something that hasn’t yet been the target of the activist’s enterprising scare tactics.

Jon Entine, author of “Scared to Death: How Chemophobia Threatens Public Health” puts some of the blame for this problem on the companies who are so quick to bow to the fears amplified by media and deceptively created by activists. He gives an example of Campbell’s soup removing BP-A from their cans and replacing it with BP-S. BP-A has 50 years of study behind it showing it to be safe (except when injected into lab rats at 500,000 times any exposure that a human might have). BP-S is similarly formulated but is new and so doesn’t have the study. So it may not be as safe and is certainly not proven safe But people have been scared witless about BP-A based on the deceptive (but effective in generating audiences) media reports and activist attacks. So Campbell’s may be doing the right thing to protect their product and sales, but not be doing the right thing to protect health. And certainly not doing the right thing to continue this nonsense of chemphobia.

So Procter & Gamble is in the same tight spot. I hope they take advantage of this controversy to say: “We make safe and healthy products. We suggest you do less than 1000 loads of laundry a day and that you do not drink Tide or 1,4 dioxane by the gallon–at least not over your lifetime as the EPA suggests if you do, you have a very, very slim chance of getting cancer from it. If you follow these simple instructions, you will be perfectly safe. In fact, you may very well be safer than when using newer products which use newer formulations that don’t have the benefit of extensive testing.”

I wish they would also say: “Shame on you Forbes for cynically using the deceptive attacks of Women’s Voices for the Earth simply to attract audiences to sell your ads. Tell the truth about the 1,4 dioxane. Help expose the fear tactics that drive the business of activists groups. And help put an end to the chemophobia that may be threatening public health and adding unnecessary burdens on our economy.”

But, they don’t have the mission of righting some serious wrongs in our society. They need to sell Tide, so they will probably get rid of 1,4 dioxane. And the nonsense will continue.

 

 

Posted in Crisis Case Studies, Crisis Communications, Crisis Communicator, crisis management | Tagged , , , , , , , , , | 2 Comments

New study on Twitter and Bin Laden death shows how news is done today

The death of Osama bin Laden is considered the biggest story told on Twitter. Now a new study by Georgia Tech and reported in Homeland Security Newswire provides insight into how news is done today, particularly the interplay of Twitter and mainstream media, in informing the world.

The study confirms the understanding the story broke on Twitter with tweets from Keith Urbahn, an aide to former Secretary of Defense Donald Rumsfeld. I don’t know why the study did not include the tweets from the next door neighbor of bin Laden in Abottabad who complained about the helicopters overhead and saying he was going to get out his giant fly swatter. Even though these were undoubtedly the first tweets about the incident, they did not inform of his death.

The interesting thing about this study applies to rumor management–the task that is now the number one priority of crisis communications. The team analyzed 400,000 tweets (using software, of course) and categorized them as “certain” or “uncertain.” That was a way of determining how confident the tweeter was of passing on info that considered to be true. They found that almost immediately 50% of the tweets were certain, meaning the tweeters had high confidence in the accuracy. This was well before there was any TV reports confirming the news.

Why? How could people be so certain of something so important and so subject to rumor? The researcher concluded this:

“We believe Twitter was so quick to trust the rumors because of who sent the first few tweets,” said Hu. “They came from reputable sources. It’s unlikely that a CBS News producer or New York Times reporter would spread rumors of something so important and risk jeopardizing their reputation. Twitter saw their credentials and quickly believed the news was true.”

So, it comes down to the credibility of the tweeter. Aristotle is still on target (he said of the three proofs in rhetoric, logic, emotion and credibility, the most important was credibility (ethos)).

It’s hard for me to believe, but it is clear that many in crisis communications continue to discount the role of Twitter in this field and in the news world overall. Technology is changing far faster than our minds can adapt to the changes. But this study makes it clear how important Twitter, and for that matter, other social media are in informing the world of important events. Yes, as in my previous post, new ways must be found to verify facts. But despite the technology and sea change, some important things never change and being completely believable is one of those.

 

Posted in Crisis Case Studies, Crisis Communications, Crisis Communicator, crisis management | Tagged , , , , , | Leave a comment