Papa John’s Latest PR Debacle: A Crash Course in Bad Crisis Communications (or the dangers in confirming the worst people think they know about you)

**Update**  As of July 12, 2018, it was announced John Schnatter is stepping down as Chief of the Board of Directors, but will remain on the board.

You don’t have to be a Crisis Communications expert to slap your head over this one.

Papa John’s founder John Schnatter is apologizing (again) after using a racial slur that got him fired from his own Public Relations agency.

As part of a media training exercise, the former CEO and current Chairman of Papa John’s was asked how he’d distance himself from racist groups. He reportedly used the N-word and whined that Colonel Sanders never faced any heat for using it. When the story became public (courtesy of Forbes and an “anonymous source”), his apology showed how little he’d learned from his first disastrous self-induced crisis.

This is the same chief executive remember forced to step down last year after blaming lagging pizza sales on reaction to (overwhelmingly African American) football players, who’d taken to taking a knee for their beliefs during the national anthem.

You’d think after being forced out of the Chief Executive’s job over those remarks comparing pizza sales to civil and human rights, (and weighing pizza more important), some lessons would have been learned. Apparently not.

So what are the lessons Mr. Schnatter failed to learn the second time around at public humiliation?

  1. When you’re in a hole: stop digging.
  • This is often both the most obvious and the most difficult rule for those in crisis to follow. Fairly or unfairly, Mr Schnatter was already known for his prior inflammatory remarks. Whether he personally believes NFL players have a right to protest or not, of greater consequence is conflating their protest publicly with pizza sales. At best, the self-serving remarks were insensitive. At worst, they were cause for potentially thousands of customers and would-be customers to question his racial animus. To follow that up with AGAIN confirming racial “insensitivity,” will only serve to prove the worst believed about you. As someone who heads a consumer brand, that has predictable and immediate results. Stay tuned.
  1. Bad news will come out. Get it out yourself.
  • What realistic hope did Mr. Schnatter have that the story of his own marketing agency firing him in protest over racial insensitivity wouldn’t get out? In retrospect, none. Once again, he seemed to be caught completely unaware of the fallout his remarks would likely have and failed to get in “front” of the story before the inevitable happened. While this written “apology” came more quickly than the last, it rang as hollow. It came only in response to the Forbes story, and it only made matters worse. That leads to the third lesson that apparently escaped Mr. Schnatter:
  1. Learn what an apology is and is not.

An effective apology (read: sincere) takes FULL responsibility without casting blame on others. An apology seeks to make some kind of restitution to those harmed. An effective apology is tied to a course of corrective action with a promise to avoid the offense in the future.

Full responsibility (for those who remember their growing up years) means just that, without excuse. The “non-apology” apology that has unfortunately become standard operating fare in the public arena (“to those I may have offended”) just won’t do. While Mr. Schantter didn’t try to shift blame to others, he didn’t exactly take full responsibility either. His official statement admitted the “inappropriate and hurtful language” Forbes reported, but then went on to explain the context of his use of the “N” word. Finally, the statement said, “Regardless of context, I apologize.” Context? Sir, there is no possible “context” for that word to be used, and particularly not in official corporate business.

The use of the “N” word has no place, no safe home, that doesn’t reflect back on the one uttering the slur. If Mr. Schnatter had thought that the private business nature of the conference call offered him some cover, not only was he obviously wrong, but that wouldn’t have been an excuse. “Character,” as John Wooden said, “is who you are when you think no one is watching.”

Crises are never easy to manage, and always more difficult to see clearly the closer you are to them. Predictably, this one is about to get worse. Judgments will be immediate and they will be harsh, particularly when those watching think they already know the worst about you. People tend to think they are seeing the real character (or lack of it) of a person when they are under fire. And they just might be right.

Aileen Pincus is a former local and national television reporter and senior Senate Staff, now a leading executive communication coach, training corporate, government and non-profit executives in the art of communication.

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The Messenger: Friend or Foe in a Crisis? Why Executives Who Should Know Better, Get It Wrong

The media make a tempting target for those in crisis.

When gaffe-prone Pennsylvania Governor Rendell found himself in the middle of a firestorm of his own making, his immediate response was to blame the media.

Rendell claimed he’d been taken “out of context” after telling the Pittsburgh Post-Gazette’s editorial board many white voters in Pennsylvania were “not ready to vote” for an African American for president. The Associated Press then picked up the story, giving it national attention. Constituents were angry at Rendell for portraying them as small-minded bigots,while those in Hillary Clinton’s camp felt Rendell had further stoked the simmering race issue. (Rendell was an early Clinton supporter before backing Obama).

Instead of issuing a forthright apology, Rendell gave one exasperated interview after another, blaming the media for essentially repeating his words. His spokesperson added fuel by saying Rendell was “just being realistic.” (Obama carried Pennsylvania handily, with women voters giving Obama a whopping 18% margin).

Now consider the case of another chief executive in trouble, former Governor Rob Blagojevich. Blagojevich launched a national tour, hoping a media appeal would save him from impeachment on charges of abuse of power. While media outlets from the Today Show to MSNBC were more than happy to accommodate the flamboyant politician with air time, the results only worsened public perceptions. The media tour finally culminating in David Lettermen telling the hapless pol to his audience’s delight: “You know, the more you repeated your innocence, the more I said to myself, ‘oh this guy is guilty.’”

Both Rendell and Blagojevich made a classic mistake in trying to use the media for their own ends. The media is neither friend nor foe—and cannot be a reliable foil or life preserver for those in crisis. Both politicians would have benefited from following the first rule of crisis communications, and one that can be followed regardless of one’s standing in the media: When in a hole, stop digging. To that I’d add: and don’t expect the media to do anything but keep an eye on which way you shovel.

Aileen Pincus is a former local and national television reporter and senior Senate Staff, now a leading executive communication coach, training corporate, government and non-profit executives in the art of communication.
www.thepincusgroup.com

Crisis Communications Done Right: How Jet Blue will weather the storm

Think hard. When was the last time you remember the chief executive officer an American company admitting publicly and repeatedly to getting it wrong? “Humiliated and mortified” is how Jet Blue’s founder and chief executive described his reaction to the NY Times. “Painful to watch” David Neeleman admitted on the Today Show. “Sorry and embarrassed” was how the full page ads of apology in New York, Boston and DC put it.

The discount airline, a favorite of parents and fidgety flyers everywhere for its individualized TV monitors, comfortable seats and customer-friendly staff, is in the throes of the worst crisis in its 8 year history. An ice storm forced the cancellation of more than one-thousand flights in under a week, leaving an endless stream of angry passengers in its wake. In one case, passengers were held inside planes at NY’s Kennedy airport for over 10 hours.

In hindsight, the same gritty determination to avoid cancellation of flights seemed little more than short-sighted mismanagement to the casual observer. “Weakness in the system” hardly seemed to describe the disruption caused by a not particularly unusual winter ice storm.

And yet, there was Jet Blue’s Neeleman, letting the pain and embarrassment of his company’s failure show in a public way, and promising earnestly to do better. His brief mea culpa tour couldn’t have been easy, but it was exactly the right thing to do.

Meanwhile, because Jet Blue’s headquarters were close by, extra airline personnel were quickly brought to JFK airport to help. It turned out they could do little but serve as a target for passenger frustration, but like their CEO, Jet Blue’s workers didn’t shirk from that unpleasant duty.

Contrast that with United Airline’s reaction to its cancelled flights the same week. No statements of wrong-doing or even a bother with full explanations. No vouchers, refunds, apologies or promises to get it right. The only move United was quick about was in announcing it would honor all those missed Jet Blue reservations.

Jet Blue’s crisis response won’t satisfy everyone, particularly those travelers who were most inconvenienced. It does however serve an important purpose in allowing the airline to turn the focus from the mistakes to their attempts to rectify those mistakes.

Jet Blue has to be careful, of course, that no more damage be done to their already tarnished reputation as the most customer-friendly airline. They will have to show a stronger airline emerging: customers will have to get those refunds and vouchers, flights really will have to be redirected, and communications improved. But Needham’s performance I’d predict will now become a case study in crisis communications done right. The top three lessons his performance teaches:

  • 1. NEVER UNDERESTMATE THE POWER OF AN APOLOGY Anyone watching or reading could have no doubt this was a man personally invested in his company’s reputation. Neeleman didn’t shirk from tough questions. He didn’t send someone out to speak for him. He didn’t make excuses and he refused to lay blame elsewhere. True, Jet Blue’s website was hardly forthright, burying the news deep inside. Nonetheless, customers, potential customers, employees and investors got a very public and refreshing look at how a real leader behaves under pressure. That’s the kind of performance that breeds loyalty from all stakeholders.
  • 2. ACT NOW OR FOREVER HOLD YOUR ‘PIECES’ I’m betting Neeleman heard strong advice to say nothing publicly, at least not before a whole lot of highly important people were consulted and then consulted again. Any admission of culpability the conventional wisdom says will only wind up costing you more. Not only did Neeleman speak out, he did so quickly and, I’d submit, courageously. (How many chief executives these days agree to unscripted interviews with national reporters during a time of crisis?)
  • 3. DEFINE THE FIX JetBlue’s Bill of Rights for passengers may have been chiefly designed to dissuade lawmakers from imposing more regulations on the industry, but that doesn’t negate its impact. It is still a strong statement of the company’s intent to do right.

Jet Blue’s crisis of confidence isn’t over by any means, but this is one corporation intent on showing it deserves another chance.

Aileen Pincus is a former local and national television reporter and senior Senate Staff, now a leading executive communication coach, training corporate, government and non-profit executives in the art of communication.
www.thepincusgroup.com

Media & Crisis Communications – The role of the CEO

You’ve drilled. You’ve done your homework.

Your communications and senior management team have a well-formulated crisis plan. Everyone knows their roles and is prepared to take the right steps toward containing and getting ahead of the crisis.

When the real crisis hits however, too many companies are stymied by indecision and second-guessing. Too many CEO’s won’t trust that carefully crafted plan to steer the organization forward. What’s behind all the additional road-blocks and inaction that adds precious hours, days and even weeks to your response time?

It may be that your crisis plan is missing a key ingredient: an on-going and clearly defined role for your CEO.

Don’t underestimate the amount of pressure a real crisis will bring to bear on the head of the team. The real role of the CEO, beyond making sure those in authority have what they need to make quick and meaningful decisions and being a primary voice in calming key stakeholders, will be to make sure everyone knows of and continues on the right road toward your carefully planned recovery.

Internal audiences, in particular, feel they have the right to know what’s going on: the bad as well as the good. They’re right. And no one is better suited than the CEO to making sure those lines of communication are and remain open through a crisis.

So what can you do to make sure your CEO is in the right role during a time of crisis? Here are five step checklist to make sure your CEO stays on track to play a central communications role:

  1. CREATE A COMMUNICATION EXPECTATION
    Your CEO’s key role must not be limited to operational decisions in time of crisis. Make sure your CEO doesn’t become bogged down in the detail of operational functions, forcing him or her to delegate communication to others. Institute a formal process for CEO communication with both internal and external key audiences. Make it a priority and, as soon as possible, make your CEO a source for information with those key stakeholders.
  2. BACK UP YOUR COMMUNICATORS
    Yes, you’ll want to make sure there’s a limited number of spokespeople at a time of crisis, but there’s no need for your CEO or your PIO (public information officer) to be the only source of information. He or she cannot and will not be on the job 24/7, so make sure there are alternatives and that there’s a mechanism for keeping messages well coordinated.
  3. DEFINE EXPECTATIONS
    No one is better positioned to frame the crisis and its response than your CEO for external, but even more importantly, internal audiences. Those audiences need to know that the crisis is fully recognized and they must hear how the company’s core values align with your crisis response. Make sure your own employees are on board and understanding what is taking place and why.
  4. LINK YOUR RESPONSES
    Temporary websites, hotlines and media outreach are proven methods of keeping the media and the public informed during a crisis. Make sure your CEO messages can be heard and read through all sources. Put your CEO in the forefront of response, and position your company as the go-to resource for the crisis as early as possible.
  5. INVOLVE THOSE IMPACTED
    Fight the very natural inclination to tighten the circle and issue pronouncements from the top without interaction and input. Answer the need for those impacted by the crisis, both internally and externally, to have a voice in the outcome of your next moves and to know they’re listened to. Allow some kind of on-line or in person feedback mechanism to help make sure your CEO doesn’t become isolated from those most immediately impacted.

Aileen Pincus is a former reporter,U.S. Senate executive staffer, and public relations executive, who now provides crisis and media training, as well as presentation and speech training, as president of her own communications firm in Maryland. She can be reached atwww.thepincusgroup.com or at (301) 938-6000.