Fore!!!

Tiger's really teed one up for us...

He's made his public apology. Well, whatever his intentions, he can add this failure to his growing list. Let's look at why this is a failure:

1. It was read, word-for-word; scripted beyond belief.
2. The statement was written for the eye, not the ear...and very poorly at that.
3. During what was supposed to be his apology, he found it necessary to plug the good work that his foundation is doing...not the time to do this...all that was appropriate during this statement was unabashed contrition.
4. For some unknown reason, he found it necessary to speak of his faith. Because he admitted that he had moved away from it in recent years, it completely lacked relevance in this apology.
5. He asked viewers and attendees for their "help". This is not the time to ask anything of anybody. Instead, he needed to explain what he'll give to earn forgiveness and understanding.
6. The statement was much too much, far too late. It was far too long, and too long in the waiting.

Was Tiger Woods coached on how to deliver this? I would presume he was, intensely. Was this actually by design? The finished product really makes you wonder.

The real problem: a complete lack of emotion, contrition and sincerity. A heartfelt apology comes from the heart...it doesn't need to be read, word-for-word. He needed to step away from the script and speak to his loved ones, his friends, his fans and his business partners.

Sorry, Tiger, you really sliced this one out of bounds. Fore!!!

Like Watching a Train Wreck...In Slow Motion

Toyota

A single proper noun. What is the first thing that jumps to your mind today when you hear it?

As Maple Leaf Foods has become a textbook case for crisis communications, so too will Toyota, but for completely different reasons.

In the marketing world, the "drip" principle of persistent contact with existing and potential customers to provide new information on an ongoing basis, has long been accepted as a "must do" for most businesses.

In the world of crisis communications and issues management, the "drip" principle can be described using two words: death spiral.

You have the benefit of the doubt when an issue or crisis first emerges. But that window of credibility is small and short-lived. Toyota has made a catastrophic error; they overestimated the size of that window and they've blown it - big time.

Are they dead, as some media commentators have pronounced? Far from it. Ford survived the Pinto and the Explorer. Will this cost them far more than if they had released everything they had related to safety concerns on day one, hour one? Definitely.

The textbook case on what not to do. For many a public relations professional, it's like watching a train approach a canyon where the bridge has collapsed...and the engineer has failed to heed the warning lights. We wave our arms (to no avail), fearing the outcome - lost shareholder value, diminished sales, class action lawsuits, and ultimately, lost jobs - as we watch the oblivious Toyota train chug arrogantly and ignorantly forward to take a deep and totally unnecessary plunge.

How is Toyota Doing?

Well, don't ask Jane Taber. And apparently, you shouldn't ask Barry McLoughlin, the expert cited in her article. (http://www.theglobeandmail.com/blogs/bureau-blog/how-not-to-manage-a-crisis/article1452440/)

Perhaps you should ask the folks who've written comments on the article (tongue planted firmly in cheek).

Mr. McLoughlin is not looked upon very kindly. Admittedly, referencing Belinda Stronach and Giuliani Zaccardelli as previous clients does not do much to bolster his profile for the average reader. But what I find most interesting is the fact that some Globe readers roundly criticize him for the advice he has regarding handling crises. He's referred to as a "spin-meister". Ironically, what he is suggesting is totally the opposite.

His advice is sound: come clean, and do so quickly (read: tell the truth and do it now). He could have added one other important bit: take immediate and concrete steps to make things right with your customers/stakeholders but that advice may have been lost in either Taber's writing or on her editor's desk.

The last thing you want to be accused of during a crisis is "spin". Handle it well and academics and true PR professionals may just be referencing your crisis as one of those textbook cases that PR students will study for years to come.