Category Archives: Crisis Communications

csuite podcast 20 – Understanding language & culture when managing International Crisis Communications

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Last Friday, I recorded show 20 of the csuite podcast – 20 shows! That’s 58 guests and almost 8000 plays on Soundcloud.  Thanks!

This latest episode discussed a new report that I actually helped write for translation and localisation agency, Conversis, on the importance of understanding language and culture when managing an international crisis.

I was joined in the studios of markettiers by Conversis CEO, Gary Muddyman and Francis Ingham, who is Director General of both the UK & MENA PRCA and Chief Executive of ICCO.  We also had Neil Chapman on the line – Neil is a partner at WPNT Communications, an agency that specialises in Crisis Communication Leadership, plus within the show, I included some audio content from an interview I carried out whilst I was at PR360 the previous week with former Editor of numerous BBC TV and Radio news programmes, Simon Waldman.

We began the show by discussing why we felt that almost half of the UK and US Communications executives who manage international crisis communications and had responded to the research survey admitted to having experienced a cultural faux pas due to a mistreated or wrong cultural reference in a campaign and the fact that, in over 68% of those cases, it had led to severe ramifications.

Gary felt that this all linked to the general lack of language and cultural awareness amongst executives in the US and UK.  He believes that one of the best ways to understand the culture of a country is to really understand their language and that whole attitude affects us, whereas a number of our competitor countries are real global citizens who understand the language, culture and what they are dealing with – we just don’t have that kind of education.

Francis agreed and picking up on the comment he made in the report that ‘the findings are a wakeup call to the industry on both sides of the Atlantic’, he added that too many people who think that, because English is our first language we have it covered and so there isn’t a need for planning, resources or trying to get inside the mind set of culture and the language of the people we are doing business with, this sometimes leads to us being a little bit arrogant.  His conclusion from having read the report is that we simply don’t invest enough time, effort and money in communicating in other languages and embracing other cultures and that is a risk to the continued growth of the PR industry in the UK and US.

As Neil was on the show, I obviously took the opportunity to ask him about his time at BP, where he was involved in the crisis communications during BP Deepwater Horizon oil spill in the Gulf of Mexico back in April 2010.  This was actually an incident flagged in the report because, as well as people quite rightly taking offence to the comments made by the CEO at the time, Tony Hayward, when he used the phrase “I’d like my life back” at the end of a TV news interview, this after 11 workers lost their lives in the disaster, there was more reputational issues to deal with when the then BP Chairman, Carl-Henric Svanberg, followed that comment up with a cultural faux pas.

In another interview, Svanberg tried to translate a phrase from his native Swedish that was a figure of speech that means something along the lines of ‘the common person’, but ended up saying “We care about the small people”, which just came across highly patronising in English.

Neil said, in relation to that issue, that what he teaches executives is that it’s all about empathy, and that language plays into that.  You need to show you are human and that you realise they are hurting and it’s all about how you demonstrate that empathy.  He admitted that those two executives at BP didn’t do a good job in that respect and it was because they did it in a crass way.

Neil’s advice to anyone in a crisis situation is to ‘get some dirt on your hands’. In other words, if you can, speak to the people who have been impacted in a crisis, listen to them, really meet them and go eye to eye and see the impact of what has happened – then the tone of what you say will change and will become much more human and empathetic.

Other areas we covered that are featured in the report including monitoring of comments on social media and speed of response to both media and comments across social, in the right languages.

Another topic we covered was that of Language Migration, and it’s relevance in Crisis Communications.  Neil explained the importance of knowing information about the community around where you are based.  He used an example that he was involved in and how, after an explosion at a refinery, they discovered that, when meeting members of the community, over a period of about five years, it had gone from a dominant English speaking to a dominant Spanish speaking, but they only found this out at the time of the crisis.

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Crisis Communications – The Kay Burley Effect – latest csuite podcast

MD of Pinch Point Communications, Sarah Pinch, Stephen Humphreys, Director of Communications at the Food Standards Agency and Andrew Vincent, Associate Partner at Instinctif Partners joined me in the studios of markettiers4dc to record Show 9 in the csuitepodcast series, with Social Media’s impact on Crisis Communications on this month’s agenda.

This was a very timely show given in recent weeks we’ve seen:

The general feeling from all guests was that Alton Towers had responded very well to the awful incident and that this was possibly reflected in the positive comments they had received on their Facebook page.  Andrew pointed out that they probably wouldn’t have had this reaction, had they not done the right thing and been so proactive, with Merlin CEO, Nick Varney, leading from the front, ensuring the company takes responsibility and undertaking difficult media interviews, such as the one he did with my new twitter follower, Sky NewsKay Burley.

Now I’ll admit, I’m not Kay’s biggest fan, and if you search YouTube, you’ll find plenty of examples of interviews that have been uploaded, where viewers clearly share a similar view to me on her style and approach.  However, incredibly, off the back of the interview in question, she has managed to deflect the attention away from Nick Varney, who she attacked so rudely and at times, viciously, and turned the situation into a crisis of her own, with, at the time of writing, there now being over 50,000 people calling for her to be sacked by Sky!

Personally, I wouldn’t want to see someone lose their job over something like a poor interview, but I do believe she should stop being so defensive, as she appears to be on her twitter feed, and learn some lessons about taking responsibility from the same person she tried to grill in that very, as Andrew described, aggressive and hostile environment.

Interestingly, Andrew’s take on that interview is that he thinks there is a need now for journalists to sharpen and tailor their output to get shared on social media, which I should say is exactly how I came to be aware of Burley’s interview, and so it’s something we, as communicators, need to be aware of, as questioning will get more hostile as the journalists look for that exciting soundbite to get shared.

Sarah emphasised the importance of being able to say ‘we’re sorry’, and that you have to have empathy and show some of your feelings.  She believed Merlin had done brilliantly and that we’d felt for their CEO as he seemed to be having a difficult time, which she stressed was a good thing because as a consumer, she would want to see that he is upset by what had happened, although that doesn’t mean we think it’s his [or the company’s] fault, as we have no idea at this stage.

Bringing it back to role social media has to play in a crisis, Andrew highlighted that the medium is a very emotional and often emotive environment and the problem is that if you, as an organisation or a spokesperson for your organisation dealing with a crisis, don’t demonstrate sufficient empathy and emotion, then social media will do it for you.

Comparing Alton Towers to Thomas Cook, Andrew highlighted that the latter was a very sad spectacle of a company hiding behind its lawyers and demonstrating no evidence of having an ethical approach of dealing with the situation, being on the back foot and then trying to remedy the situation by making a donation to a charity completely independent of what the family concerned might have wished.

Stephen added that where social media has changed the dynamic in dealing with a crisis is in the speed of response, and gave the example that at one point, he believed FIFA were up to about 8000 comments or questions on their Twitter feed, but had provided no response or statement.

Other areas we covered in the interview included the horse meat investigation, which Stephen described as the biggest incident/crisis that he has had to deal with in his time at the FSA and the first where social media played a significant role, and the FSA’s latest campaign, their 2015 Chicken Challenge,  which has the objective of educating consumers about campylobacter in chicken, which is the most common cause of food poisoning in the UK.

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