Tip Sheet: Managing Crises Through Social Media

Refer to the complete article written by Robbin Goodman.

1. Set up the most basic monitor tools, such as Google alert or RSS feeds.

2. Identify the key points of the negative issue, ask yourself:
- Is the attack true?
- Will an escalation have a negative impact on our brand or reputation?
- Will it have a negative impact on sales?
- If we respond, will it help reduce future complaints?

3. Quickly get your feet wet.

"You'll never be able to manage your blog coverage like you manage the press. Don't even try," says Andy Sernovitz, CEO of the Word of Mouth Marketing Association. He says that "what you can do is participate, earn respect and tell your story. Jump in, join the conversation and be a part of it."

4. Don't "market"; engage in a dialogue.

When it comes to the social media, you must listen thoughtfully and communicate with your stakeholders in an authentic, humble, human voice. When there's a problem, show that the problem is being taken seriously by the person at the top. Statements should come from an individual with a face, a name, a voice and an e-mail address ... not from some corporate monolith.

5. Be prepared to take the gloves off.

When it's clear that attacks are inaccurate and unfairly damaging your company or client's reputation, you can challenge critics to cite their sources and ask them to debate in a neutral format. Usually, the best way to respond to a negative comment is by posting the response on your own blog, not the blog where it appeared, where people who will read your comments are likely to be fans of the blogger and, as such, are predisposed to adopt and defend the blogger's point of view.

6. Know when to go offline.

Remember that you always have the option of communicating directly with traditional reporters, customers, employees and shareholders. The most effective strategy can sometimes be going to the mainstream media--both on and off the Web--to argue your case.

7. Don't forget your Web site.

Make sure that your Web site is as up-to-the-minute as it can possibly be. If you're at fault, there should be a letter -- or video -- from the CEO with an apology and details of the changes that are going to happen to prevent recurrence of a problem. If it's difficult to make changes to the existing site, be prepared to set up a special crisis site to deal with your special situation.