Now is too late: survival in an era of instant news by Gerald R. Baron

By Gerald R. Baron

Whoever you're, no matter what establishment or company you symbolize, your acceptance should be destroyed in a single day. Feeding frenzies like Enron/Andersen and Firestone/Ford element to a brand new "post-media" global the place conventional difficulty administration isn't any longer sufficient: the place assaults can come from at any place; and your key components anticipate direct, instantly solutions, with no conventional journalistic intermediaries. In now could be Too overdue, Gerald R. Baron exhibits executives and PR pros accurately how the foundations have replaced: why public discourse has became so grotesque; why you are most likely donning the black hat, even if you may have performed something mistaken or no longer; and why the globalization stream makes you a fair juicier objective. subsequent, he bargains a whole roadmap for protecting yourself--beginning with potent activities you need to take now, ahead of you are less than assault. become aware of tips on how to construct acceptance fairness in modern day new atmosphere; tips to live on the maelstrom via transparent considering and transparent approach; and the way to get well your popularity within the days, weeks, and months that stick to a PR quandary.

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Always, constantly, attempt to stem the tide of reporters calling by phone, collecting outside the door, and attempting to catch anyone who might emerge from the safety of the EOC. As the long, long days turned into weeks, the focus expanded to include the various people in the community who wanted to know and had a right to know what was going on. Phone calls, meetings, broadcast faxes, mailings, and public meetings were all used to get information out about the response, the unfolding story of the horrific damage to the park and the environment, and the very limited information emerging about how this sort of thing could have happened.

If you give them unadulterated and truthful information before or at least simultaneous 20 Now Is Too Late with the media, you gain appreciation and support. If you give it to them through the media, you are considered unresponsive or uncaring. Some of these people have been mentioned already. They include anyone with a close connection to individuals who may have been personally and directly affected by the incident—family members, neighbors, coworkers, and relatives. They also include local elected officials, community leaders, and agency managers, such as the heads of state environmental regulatory agencies or the head of the local Red Cross.

There were a considerable number of personal battles going on. One public relations staff member for one organization felt another one was intruding on her territory, and in the midst of the craziness of trying to respond to the information demands, organization leaders had to make decisions about who should go and who should stay. Contract workers maneuvered and positioned to increase their roles and thereby lengthen their tours of duty. Sometimes the inherent distrust between corporate people and government agency staffs showed itself, and too often—not just in this instance, but in several others I personally observed—the tendency of some government agency people to engage in power games became painfully obvious and obstructed the work at hand.

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