Crisis Communications in the Digital Era
Interactive Course

Crisis Communications in the Digital Era

By Shel Holtz, ABC
Price: $199
Member Price: $159

How to create a crisis communications plan before an online emergency sinks your brand’s reputation.

  • Learn from Domino’s, U. S. Airways, and other companies that have undergone trials by fire.
  • Avoid the biggest mistake firms make in responding to crises.
  • Find out why transparency from the start of a crisis has a major effect on the bottom line.

A course featuring Shel Holtz.

Product Code: Z1AC02



    These nationally-known companies had to learn about the new social-media era in crisis communications in a hurry:

    1. Domino’s Pizza: Scrambling, improvising, hoping it worked—this time.
    2. Kenneth Cole: From clever and edgy to obnoxious—in ten minutes.
    3. Johnson & Johnson: A crisis-responder role model stumbles badly.
    4. U. S. Airways:
      January 15, 2009, 3:32 p.m. EST:

    “There’s a plane in the Hudson [River]. I’m on a ferry going to pick up the people. Crazy.”

    —Ferry boat passenger Janis Krumin in his twitpic caption for
    his smartphone photo of the ditched U. S. Airways Flight 1549

    What U. S. Airways Flight 1549, Domino’s and the rest teach about your next crisis: It will engulf your company not in hours, not in minutes, but in seconds. So . . . .

    1. Is the first-step response time of your crisis plan measured in seconds?
    2. Are you ready for the 2,000-word story of your crisis to be up on Wikipedia two hours after the incident that began the crisis?
    3. How about looking on as others spread misinformation about your organization because your crisis plan didn’t give you the authority to contradict false reports immediately on Twitter?
    4. Do you know why your new crisis communication plan must not, CANNOT be just about giving solid communication advice to your CEO?

    Social media has obliterated the old crisis response:

      • Crises strike from places communicators ten years ago would never have imagined.
      • You simply CANNOT fight a crisis by writing a news release, gathering your legal team together and calling a press conference anymore.
      • The speed and reach of your crisis response on social media could mean life or death for your organization.
      • Using social media effectively in a crisis could save your company hundreds of millions, even billions by preventing your stock price from plummeting.
      • The intelligent use of social media in a crisis adds big value to your brand and reputation long after the crisis has been de-fused.
      • A good social media crisis plan could save your job—and your career.

    Now. . . .

    Does your company have a well-thought-out, detailed, social media-based crisis plan?

    If not, you must read on.

    5 common crisis myths:

    1. “My company has enough public good will to get through any crisis.”

    Shel says, “Baloney! When your organization is in crisis, the only thing that matters to the public is they risk they face, or perceive they face as a result of what you have or haven’t done.”

    2. “The facts, logically and calmly presented, will exonerate us.”

    Shel says, “This is nonsense. It’s the biggest mistake companies and organizations make in a crisis.

    3. “At least we know the media are sympathetic.”

    Shel wants to know, “What planet are you on?”

    4. “We just got a public service award from the National Consumers Advocacy Group last month.”

    Shel is ‘impressed’: “Great. Did you know advocacy groups will be the first to kick you when you’re down?”

    5. “Thank God, the facts in our case are unanswerable. You can’t argue with facts.”

    Shel replies, “Your opponents CAN argue with facts when emotion, not logic, is the issue


    • Four ways social media has changed traditional crisis strategies
    • Three big mistakes organizations make in executing their crisis plans
    • How to defeat The Crisis Communicator’s Paradox
    • Why the person who defines the crisis questions the CEO must answer will direct the course of the crisis
    • Why the legal risk in most crises shrinks dramatically if your company tells the truth upfront
    • Why you shouldn’t give the CEO communication advice only; instead, give solid business advice
    • Why you should tell your opponents five times as much as they would get from a legal-obsessed company
    • Why apologizing in a crisis is much more than just saying, “We’re sorry.”
    • Why being the first to fill the communications vacuum in a crisis is so important
    • How to deal with the ignorant, illogical, unfair tactics of your critics and opponents
    • How to direct your all-important lead-off messages to the right groups
    • Why you should always publicly acknowledge the other side’s concerns. Legitimate or not. Factual or not. Logical or not. Fair or not.
    • Why the worst thing you can do in a crisis is engage in logical, rational debate

    You have 90 days—three months!—to soak up every ounce of knowledge Shel has to share on Crisis Communications. The fact is, you cannot afford to miss the intensive mental re-tooling and new perspectives Shel brings to crisis communication.