[John Bradfield] Corporate crises, which pose a major risk to corporate reputation, seem to be occurring at an ever-increasing rate. With the growth in crisis communications, it would seem that handling a crisis would be routine for most large companies. But this is often not the case. This article looks at some of the biggest mistakes in crisis communications.
[John Bradfield] Culture can reveal a lot about a company. Here's how to tell if your culture is weak or strong. In the 1980s, when I was editing a supermarket magazine, insiders in the retail industry told a favourite story about the three main supermarket chains in South Africa at the time - an anecdote that spoke true about the culture of those companies.
[John Bradfield] Many employees are relying on the grapevine for important company information despite millions of rands being spent on internal communications.
[John Bradfield] As the lines blur between editorial and advertising, public relations people need to make smarter contributions towards writing that readers will enjoy.
[John Bradfield] Shotgun marriages between marketing and communications often leave the bridal couple less than blissful. Living together rather than being pressured into wedlock is perhaps more fitting for complex and dynamic business environments.
[John Bradfield] Public relations practitioners need to understand the new force of citizen's scrutiny of business and how their case will be judged by the ultimate arbiter, the court of public opinion.
[John Bradfield] It's a well-worn cliché, but actions do speak louder than words, especially when it comes to communicating in today's sometimes over-informed society.
[John Bradfield] Communications and public relations usually help to improve the image of an organisation or even a person. It's not often that you hear about an attempt to give a town a makeover.
[John Bradfield] Professional communications work seems to get harder each year. Looking back over 2004, the challenge of communicating inside organisations in South Africa seemed insurmountable at times. The essence of the challenge is perhaps best described by two examples, at the opposite end of the polls, which highlight lack of commitment.
[John Bradfield] CEOs are bombarded with so many proposals for improvement or opportunity from professionals both outside and inside the company, that one wonders where they get the time to run their organisations. Against this flurry of attention, how can corporate communications, reputation and public relations programmes be effectively sold at the chief executive or C-level, as it is more informally known?