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Brand and Communication
Mistakes to Avoid When….
Hil
bu
rgA
sso
cia
tes
+ First, a few words about a
few words
+ What’s the difference between
diversity and inclusivity?
Diversity is being invited to the party
Inclusivity is being invited to dance
+ Resilience is…
Bouncebackability
+ Resilience is…
Perspective
+
Context before Content
+ MISTRUST
+
What is the
biggest threat
to your
business?
+ World Economic Forum 2015 Results
Greatest Threats to Global Recovery
Proliferation of distrust and mistrust
Erosion of social capital
Unmanageable employee disengagement
and erosion of pride
Failure to anticipate severely disruptive
“events” because of mistrust
Not knowing…
+
TRUST
+
Connections
Earning the trust of
those who matter
+
• Those whose behaviors, decisions and choices
we want to align with our interests
• Those whose trust we want to earn and keep
COMMUNITIES
+ Community
relationships of trust
RATIONAL vs. EMOTIONAL
DRIVERS DRIVERS
+
Shared Value
Solutions that together with
corporate policies and practices
enhance the competitiveness of a
company while simultaneously
advancing social and economic
conditions in the Communities in
which it operates.
+
So, what is crisis
management and its
relationship to business
continuity?
+
What is crisis
management not?
Hil
bu
rgA
sso
cia
tes
+ Crisis management is not about the
crisis!
+ Crisis management is not about
reputation or PR
+
Protecting business continuity
Protecting brand trust
Crisis management is only
about:
+ So, how do we avoid stepping on
the bananas in life?
+
What is the
relationship
between brand,
trust, business
continuity, values,
resilience and
crisis?
+
+ A BRAND is not a logo…
Leci n’est pas une brand
+ A BRAND is not an identity…
+ And finally, a BRAND is not a product…
+ So then, what exactly is a brand?
A brand is the trust Communities put in you
and in their brand experience with you
A brand is defined by a sustainable brand
experience that leads to a relationship of
trust
A brand is how a Community feels about you
… NOT what they think about you
+ “Don’t address their brains…
address their hearts” Nelson Mandela
+
So, a brand fundamentally…
•- Behaves as a guarantee
- Feels like a promise that is
always kept
- Provides real-time
transparency
+
What can pollute,
contaminate or cripple a
brand?
+ The High Cost of Low Trust
higher transaction costs
lower brand value
organization’s momentum slows
recruiting/retention goes up
negative publicity gains traction
unwanted regulation appears
employee engagement evaporates
customer loyalty disappears
costs go up
lower transaction costs
high brand value
organization’s momentum increases
recruiting/retention goes down
negative publicity
disbelieved
no unwanted regulation
employee engagement and pride
customer loyalty strengthens
costs go down
Trust Tax Trust Dividend
+ • Trust between corporations and government is
18% in South Africa
• Trust between corporations and society is 31%
• Trust between society and government is 22%
+ The Ten Mistakes to Avoid in Times
of Crisis
I. Failing to understand the ‘crisis
arc’
II. Mistaking PR for Crisis
Management
III. Reputation is not trust
IV. Failing to understand the needs
and emotional drivers of a crisis
and impacted communities
V. Playing ostrich
-
+ The Ten Mistakes to Avoid in Times
of Crisis
VI. Underestimating the importance of a
values-based culture
VII. Getting stuck in a reactive mode vs.
getting proactive
VIII. Failing to pay attention to historical
indicators
IX. Treating the media like the enemy
X. Forgetting to align brand trust with
crisis objectives and planning
+
I. Failing to understand
the crisis arc and
failing to taking crisis
avoidance seriously
Crisis Arc
Crisis Avoidance
Cri$i$ Mitigation
Crisis Recovery
+ Noah didn’t wait for it to start raining
before he built his ark
+
If you can…
Understand
probabilities, impacts
and vulnerabilities
you can minimize the
risks of crisis and
prepare more
comprehensively
+ II. Mistaking PR for crisis
management
+ PR tactics don’t work in the
absence of a business
continuity and strategic
crisis mitigation/
community connection
plan
- Failure to connect with
key communities
- Alienating key
influentials
- Offering a shallow pr
solution
+ III. Reputation is not trust
+
Stop simply
measuring
reputation and start
measuring trust,
understanding trust
vulnerabilities and
Communities
engagement
+ IV. Playing Ostrich
+
Covering your eyes doesn’t
make the crisis go away
Failing to acknowledge the
problem or conditions exist
+
Eskom
What could Eskom being
doing better?
- Own the story
-- Deploy the three A’s
- Remember the paradigm
of leadership
+
V. Failing to understand
the rational needs and
emotional drivers of a
crisis and impacted
crisis communities
+
OIVSIO
+
The green goo which
spilled on our property
is absolutely harmless
to humans.
Our development plans
are all in accordance
with appropriate
regulations.
The lawsuit is totally
without merit.
+ Where does trust live?
+
What happens when you break
a trusted relationship?
+
BP Gulf Disaster
-CEO misadvised and
inept
-Slow to NO response
-Failure to connect with
impacted
communities
+
VI. Underestimating the
importance of a
values-based culture
+ So, what is a CULTURE?
“ A culture is the environment in which we
make decisions
+
So,
how does your
culture make
decisions?
+
Values
Values should guide every
decision everyone makes
everyday
+ Tylenol Crisis
management
excellence
+ VII. Getting Stuck in
Reaction Mode Versus
Getting Proactive
+ Fundamentally, there are two type
of crisis cultures…
Crisis Reactive Culture
A crisis REACTIVE culture REACTS fro the
ABSENCE of a plan
Crisis Responsive Culture
A crisis RESPONSIVE culture RESPONDS from the
EXISTANCE of a plan
+ 1. Jimmy Savile
2. Erroneous report scandal
3. Management debacle
+ VIII. Failing to pay
attention to historical
indicators
+
Wall Street Meltdown
+
Remember…
History doesn’t repeat
itself…
People do
+
IX. Treat the Media Like
the Enemy and Fail
to be Human
+
Gen. David Petraeus
+
Media Relations 101
Lead with your
character and
values
vs.
FACTS
+ X. Forgetting to align
brand trust with crisis
objectives and plan
+
Great corporations are
great for four primary
reasons:
1. Great values
2. Great brands
3. Honor the natural
relationship between
business and society
4. Great sense of
responsibility for all of
their Communities
PICTURE
COMING
+
Our commitment to unconditionally
maintaining our Communities’ trust
PLACE HOLDER
+
So, where from here?
Your Homework. How can we answer these questions?
To achieve trusted brand status, what
are we the protagonist for?
+
From a stakeholder Community perspective,
as well as a business continuity perspective,
how genuinely prepared are we to keep the
lights on?
+
Have you identified where
the roadblocks, barriers
and blind spots are in your
organization, as well as
from your stakeholder
community perspective?
+
Have you
measured
mistrust,
employee
disengagement
and do really
understand
your decision
culture?
+
“Trust changes everything
Because, it’s the only thing
that means everything!”
So…
+ If there is anything
harder than
planning for a
business
disruption…
It’s explaining
why you didn’t!
+ How prepared is your
management team?
Questions?
HilburgAssociates
Alan@hilburgassociates.com
079.055.2909
Margaret@hilburgassociates.com
082.452.5772
Th
an
k y
ou
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