The making of an apology
The making of an apology
Under Pressure 20 January 2022
OVO and E.ON - the making of an apology
It is interesting to consider when and how to make an apology when you are facing a reputational crisis. There have been two recent examples of swift apologies to try and limit damage to the brand and business of two energy companies. First OVO apologised for a blog that said people could cuddle a pet or do star jumps to keep warm. Then E.ON apologised for a promotional campaign that sent socks to customers with advice on keeping warm.
OVO boss Stephen Fitzpatrick appeared on BBC Breakfast and said: “I’m glad you brought that up because this is one of the reasons I wanted to come on the show and explain just what a big mistake that was, and how embarrassed I was to find out that this was something our company had sent out.
“It’s a ridiculous piece of advice. It was something that was really stupid. It should never have been written, it should never have been sent, and we should have caught it.”
Credit needs to be given for him facing the media to make the response, and for saying they were embarrassed by what had happened. But it also highlights the importance of having systems to check and review communication and campaign activity. This needs to burst the corporate bubble and ensure that diverse voices from outside the business can make their views known.
Then E.ON said on Twitter of their issue “If you recently received a pair of socks from us, we would like to say we are incredibly sorry for how we have made some people feel. In light of the seriousness of current challenges that many people are facing, this mailing should have been stopped and we are sorry.”
Again, having an external check on what was being developed could have prevented the idea progressing. However, the apology was focused on how people felt rather than developing the campaign in the first place. In this situation care needs to be taken that the apology doesn’t become a case of ‘sorry, not sorry’. This non-apology was seen in the UK Government when Prime Minister Boris Johnson said in response to the allegations of lockdown parties at 10 Downing Street: “But, Mr Speaker, with hindsight I should have sent everyone back inside, I should have found some other way to thank them, and I should have recognised that even if it could be said technically to fall within the guidance, there would be millions and millions of people who simply would not see it that way.”
If you read the full apology it is clear there are caveats that seriously diminish the impact of the apology. Three things to remember if you are considering an organisational apology:
Be clear what you are apologising for
Make it a meaningful apology
Ensure it is authentic and heartfelt
Photo by Brett Jordan on Unsplash
Photo thanks to Brett Jordan on Unsplash
New crisis communication course
Exploring crisis communication in the post-pandemic world, is the focus of the latest course run by Amanda Coleman. The masterclass is run in conjunction with P World, and takes place on 14 and 15 March 2022. Sessions will cover the principles of crisis communication after Covid-19, building crisis and risk into daily business, identifying and responding to disinformation, and managing reputational issues. Find out more here.
Photo thanks to Tonik on Unsplash
Emergency Planning and Communications
The first Emergency Planning Society Communications Working Group took place on Monday 17 January. The group brings together a wide range of skills, knowledge and experience to look at the latest emergency communication issues and developments. A programme of work for the year is being developed. Any members of the Emergency Planning Society who are interested in finding more should contact Amanda Coleman, Chair of the Comms Working Group (amanda@amandacolemancomms.co.uk) . If you are not a member but you want to find out more get in touch as sessions, information and meetings may be shared in the months ahead.
In Brief:
The January 2022 edition of Testing Times my crisis communication case study has been published. This time looking at the aftermath of an emergency and the importance of systems to use when technology fails. Read more here.
Amanda took part in the memorial Michael Bland lecture on 18 January 2022. Michael’s son Ben gave a moving tribute before the discussion about Bland's Law focusing on how to find opportunities from a crisis. A free learning resource about Bland’s Law, supported by the PRCA, is available here.
The United Nations Office for Disaster Risk Reduction has shared a six point plan looking at how to recover from Covid and improve decision-making for the future. Find out more here.
Find out more about the Covid-19 Omicron variant in Europe in a podcast from the World Health Organisation. Thanks to Philippe Borremans for sharing. Check it out here.
A section of Amanda’s book - Crisis Communication Strategies - focusing on recovery was shared in the latest edition of Strategic magazine. Find out more here.
Diary Dates:
3 February - Amanda will be running a half day workshop for the PRCA looking at developing corporate communication strategies. This session is fully booked but find out more here if you are considering joining a future training session.
9 February - If you are considering running an in-house team, or you are looking for more inspiration, a full day training event takes place on 9 February. The PRCA training will help those in management roles and those looking to move into managing teams. Find out more here.
2 March - Anyone interested in crisis management and communication through response to recovery may be interested in a webinar Amanda is running. Find out more here.