Author Archives: managingoutcomes

About managingoutcomes

Issue and crisis management expert

So why do leaders persist with damaging non-apologies

Insincere and devious apologies are not just discourteous and unwise.  They can also seriously damage reputations and hinder issue management. The most recent entry into the non-apology Hall of Shame is Defence Minister David Johnston after he told the Senate … Continue reading

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How anti-Halal campaigners threaten small businesses

The current campaign against Halal-certified food is a perfect example of how organizations don’t choose which issues they will become involved with . . .  and how facts don’t always seem to matter. The South Australian yoghurt maker Fleurieu was … Continue reading

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Does corporate spin really help resolve issues

Public relations and marketing messages masquerading as editorial content has been around for decades. That’s despite all the current enthusiasm for new social media labels such as native advertising, content marketing, brand publishing, sponsored content, corporate journalism and many more.  In … Continue reading

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Ebola crisis and the blame game

Blaming the victim is an ugly strategy which is seldom smart in the wake of a crisis. The Ebola outbreak is providing endless fodder for commentators and instant experts around the world. But events in the Texas hospital where two nurses … Continue reading

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Why don’t organisations take steps to prevent crises?

Why is it that organisations which understand how a crisis can cause intense damage to reputation and value, don’t take proper steps to prevent crises from happening in the first place? This is one of the most perplexing questions in … Continue reading

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5 reasons to stop saying “mistakes were made”

Issuing a “non-apology” during an issue or crisis can sometimes be even more damaging to reputation and recovery than no apology at all. Everyone has their pet-hate weasel words people use to avoid a genuine apology, and a current favourite seems to be … Continue reading

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How legal action can prolong a reputational crisis

One of the under-rated risks of issues and crises is long term reputational damage – sometimes very long term, and sometimes the result of legal action. This was highlighted earlier this month when an American judge ruled that BP’s Gulf … Continue reading

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