The last few nights I’ve watched news stories about Herman Cain and the National Restaurant Association (NRA). I can’t help thinking about the whole ugly situation through an association management lens. I’m not going to dive into the details or the political ramifications, and I certainly don’t intend to express any political opinions in this post. I’m assuming the best and the worst to get a complete picture for purely hypothetical reasons.

Imagine, instead of the NRA, this is your association. A never-ending story about one of your past CEOs (or elected volunteer leader) ends up on the nightly news. I’m sure it’s happened before, but I doubt the past CEO was running for president.

I feel bad for the NRA staff. You know everyone there is getting the third degree from their family and friends. Even though they’re in the spotlight dealing with a haunting situation from the past, work goes on — trade shows, educational sessions, publications, lobbying, research, event planning, member service – it doesn’t stop.

The story is still unfolding but I can’t wait. I keep thinking about all the issues it raises. It provides an opportunity to step back and say, “What if this was us?”

Crisis management

Above all, it’s a story about crisis management and communication. I haven’t been paying close enough attention to know how the NRA has handled that, but I’m not writing about them, so it doesn’t matter for my purpose. Every PR professional and CAE candidate knows you need to have a crisis management plan, just like you need disaster recovery and business continuity plans.

You also need to be out in front when a crisis hits. With social media, it doesn’t take long for a rumor to turn into a full-blown disaster. Even if you’re not participating in social media, you better be monitoring social media. You’d think everyone would know this by now, but I’m sure there are some organizations that don’t even have Google Alerts on their name.

I can only imagine the tension at NRA. I’m sure the HR and executive teams are in constant meeting mode. How stressful. I hope, for their sakes, they’ve been as open and honest as much as their confidentiality agreements allow. We see how Cain suffered because he didn’t appear as forthcoming and transparent as he should have.

Make sure your staff is informed about their roles and responsibilities during a crisis and they know what’s at stake for the association mission and members. At NAHB we had an ugly episode: someone on staff was hounded by an angry group for his part on a non-profit board – a board completely unrelated to the homebuilding industry. We expected protests and media at our front door. I don’t recall anything awful occurring, but we were ready. Everyone was informed enough to understand the situation and reminded about what to do if approached or contacted by anyone.

Brand management

I got really peeved off by some of the coverage of the NRA, especially when a ratings-hungry commentator portrayed the NRA only as the representative of national corporations, like McDonalds and Pizza Hut. He called for viewers to boycott NRA members while showing a dozen member logos (mostly fast food) and a headshot of NRA’s CEO. I guess he doesn’t care about all the employees whose earnings depend on those chains. I’m sensitive about this because I know from personal membership experience that NRA also represents, assists and educates smaller restaurants, like the independently-owned one I used to manage.

No matter what you think about the NRA, brand identity is the issue here. Is it clear from your homepage and other online outposts who your members are? What they contribute to the economy and community? Could you appear more human? Relatable? Likeable? Don’t be an easy target for rabble-rousers.

Culture and counsel

Innocent or guilty, the fact that there were three allegations of sexual harassment has to give you pause, even if they’re all baseless. I can’t help thinking, what type of culture leads to this? Or maybe all was well and this is just a case of three messed-up work relationships and the resulting misperceptions. One commentator asked Cain if he was the kind of CEO who made awkward comments to employees and didn’t know it. For the record, he did say “no,” but seriously, would he even know?

If those allegations were true, why didn’t anyone say anything to him about how others perceived his behavior? Because he’s the boss? Bring in the board chair to counsel him.

It’s an ugly situation. Maybe someday a brave soul from the NRA will do a conference session about how they handled it and lessons learned. Yuck. I wish everyone over there a hasty return to business as usual.

What other association management lessons are you seeing in this story?

association crisis management Herman Cain NRA national restaurant association

Where the NRA CEO probably wishes she were right now (photo by Ryan Kozie/Flickr)

I’ve been a busy blogging bee lately. Here are a few of my posts on other blogs.

Give New Life to Your Press Release

With the rise of social media, some pundits have declared the press release dead. Others say that’s an extreme view; a good release still plays an important role. However, too many releases deserve the dustbin — poorly crafted, irrelevant and self-serving announcements disguised as press releases.

Read more…

The Power of Personal Learning Networks

It’s an exciting time for lifelong learners. Sources for news, information and knowledge were limited when I first entered the association management industry, but now, thanks to social media, options for learning are unlimited. As a result, we’re bombarded with words and ideas.

Read more…

Is Boomer Leadership Failing Millennials?

Millennials have been pushing my buttons lately, but in a good way. In my last post I looked at the online discussion about the value of association membership that Joe Flowers’ post provoked. This week I read a post by another Millennial blogger, Josip Petrusa – Attracting Millennials to Your Event and Why You’re Failing at It. He wrote of a recent PCMA conference. “It’s as if no one had a true grasp on who and what the Millennials are all about.”

Read more…

To Be or Not to Be, a Member

Last week Joe Flowers tweeted, “After a lot of thought, I decided to not renew my (ASAE Young Association Professional) membership.” I suggested he blog about his decision. His reasoning is probably shared by many association members so his peers would benefit from hearing his views. His post spurred a passionate conversation about associations and membership.

Read more…

Social Media and Political Action Lessons from Egypt

“Every Egyptian I talked to on ground this week laughed when I told them some think tech was not a vital tool for organizing.” Jared Cohen, Director of Google Ideas and an Adjunct Fellow at the Council on Foreign Relations, sent that tweet last week.

Read more when it’s published on Wednesday, February 9, 2011

associations social media press releases grassroots membership

Graphic by Mike Licht

Earlier this month I read a post in the Daily Dish, Andrew Sullivan’s blog at The Atlantic, about a megachurch pastor in Georgia, Jim Swilley, who decided to publicly come out of the closet. He felt compelled to do so after hearing too many stories about gay teens committing suicide after harassment by bullies.

“As a father, thinking about your 16-, 17-year-old killing themselves, I thought somebody needed to say something,” he told WSB TV in Atlanta. “I know all the hateful stuff that’s being written about me online, whatever. To think about saving a teenager, yeah, I’ll risk my reputation for that.”

risk reputation organization brand failure

click to view video on YouTube

This man is a hero. I can’t imagine the courage it must take for anyone to come out when those around them don’t approve of their lifestyle. A lifestyle, Swilley reminds us, that is not a choice. But imagine doing that when you’re the pastor of a conservative church and your career and livelihood is on the line.

It made me think about what I would risk to do the right thing. Would I be brave enough to risk my reputation and career? I won’t know until I’m in that position. I can only hope that I’m as strong as he is. I’m not assuming I will be although I think I have a strong metaphorical spine. I think about whistleblowers who don’t even know Sarbanes-Oxley protection exists, yet put their jobs on the line to do the right thing, as Jim Swilley did by blowing the whistle on irrational hatred.

How much would your organization put on the line to do the right thing? How many people (members or even board members) are you willing to piss off? How many opportunities do you miss to be a hero because you worry about the risk to your brand or about the risk of failure?

I had a moment of bliss watching The Who perform last night at the Super Bowl halftime. I have loved The Who since junior high and remained an obsessive fan through high school, college and some years beyond – the type that had all their albums plus bootlegs (yes, this dates me), camped out for tickets and knew all kinds of arcane facts about them.

Last night I was just a normal fan grinning ear to ear (and got a bit misty-eyed, I admit) as they played. I didn’t expect a dynamo performance, after all Roger and Pete are well into their 60s, the only survivors of the original four, and can’t quite sing and move like they used to. But, in my opinion, they can still rock — Pete doing his windmill chords and Roger singing with passion. After the bliss and a bit of friendly sparring on Twitter about old rockers, I saw a retweet of this tweet from the National Association of the Deaf:

The phrase in question is from Pinball Wizard, a song from The Who’s 1969 rock opera Tommy. Tommy became blind, deaf and mute shortly after World War 2 and most of the opera took place in the twenty or so years that followed. We will all have different opinions on whether the phrase is offensive or not, whether the context matters or not and, based on that, whether the NAD overreacted or not. I want to concentrate on how the association reacted and what we can learn from that.

Their tweet got a response – about 37 people so far have retweeted or responded to it, most of them with disparaging remarks. NAD is not a complete social media rookie. They created their Twitter account last June and have 1064 followers. They also have an active Facebook page and a blog (no recent updates). Their web site has recent updates about their work with the NFL and CBS “to make advertisers who purchase Super Bowl commercials aware of the importance of captioning their content.” They do important work and are good at it.

This morning I found myself thinking again about their Twitter reaction and some issues it brings up. First, unfortunately, there’s the dreaded control issue. Did the staffer who tweeted have to seek approval before saying “the NAD will take action?” Were they authorized to say that? And if so, how did they manage to get approval so quickly? Or were they just reacting? Does NAD have guidelines for social media use? Do NAD members agree with this reaction? Only three tweets out of the 36 appear to support the NAD position. The members were not there defending them. Could this happen to your association?

And what’s the best response now? They could ignore the whole situation. 36 tweets is by no means a public outcry, although there is the possibility that someone with a much larger following than me could be writing about it right now and bring more attention to it. But more likely it’s only the prickly Who fans who care.

NAD could reply by explaining their reaction and giving us context as to why that reaction makes sense for their community. Perhaps discussing the history of their advocacy, the struggles and victories, and the need to pay attention to how we describe others. Turn it into a lesson for us. That’s hard to do in 140 characters but they could link their replies to a blog post. But 20 hours later, that hasn’t happened.

Let’s assume for a moment and for argument’s sake that this tweet was a mistake. What can we learn from this? We all make mistakes. Twitter is a fairly new evolving communication platform often blending our personal and professional lives – things can get sticky. I reacted as a Who fan, not as an association professional. Perhaps I should have ignored the RT and given them a pass, considering they’re an association and have enough battles to fight. But I couldn’t help but react – it seemed so ridiculous and wasteful to pick a battle with a 41 year old lyric. I can’t stand how litigious our society has become. I understand that sometimes legal action is appropriate, but this seemed over the top to me.

Mistakes will happen. What’s critical is how we follow up and whether we learn from our mistakes. Twitter is a public platform that’s indexed by Google, so there are more eyeballs than you might imagine who can see how you handle a situation. A mistake is an opportunity to do many different things, depending on the situation — make apologies and amends, explain a complicated or controversial issue, make friends or not. How we handle public mistakes will influence the perception that our members and the public have of us. Mistakes also help us learn how to improve our social media practices so we don’t make the same ones again.

Part of what draws us to social networking is the opportunity to learn from each other. Here’s an opportunity to imagine what you would do in their place – what if the tweet got more publicity, how you would handle the situation? How would you have prevented it? Has your association ever made what others thought was a public gaffe, and if so, how did you handle it? What did you learn?

UPDATE February 26, 2009: Thanks to Jessica Sidman at Association & Non-Profit Bisnow newsletter for doing some follow-up reporting for me. She told me about a February 25 blog post (and forthcoming video response) by NAD’s president where she explains their reasons for the Twitter reaction. They definitely did their research on the lyrics and Tommy story. The post is a good explanation with a call to action for their members to remain vigilant and educate others about how the appropriate use of the word “deaf.”

Kudos to them for the well reasoned and written response. How could they have done better? If they had posted their response earlier, it might have captured some Super Bowl momentum, and perhaps some press too. But associations are creaky institutions. We have procedures to follow, reviews and approvals, and maybe even a vote before we can take action. Our governance and departmental processes often prevent us from moving nimbly enough for the social media space.

[Flickr photos of Pete and Roger by kubacheck]

Ok, not entirely true. I’ve learned a lot from books, blogs, Twitter, webinars and practice. But once during an Awareness Inc. webinar David Carter said, “Everything I learned about social media, I learned as a waiter.” I don’t think he expected anyone to put as much weight into that sentence as I did. It dawned on me that part of the reason I took so wholeheartedly to social media is that I’ve been operating with its principles for years. I’m going to examine some of these principles in restaurant terms, but they apply to any organization.

Word-of-mouth marketing

It’s the most effective (or potentially destructive) marketing tool for restaurants, as it is for all companies and organizations. Being the hot new place is great, but the buzz will fade unless we back it up with food and service that’s worth talking about, for years. We want to be the place that tourists mention to others traveling to our city, that friends talk about at parties, and that colleagues discuss at work. We are also aware of the lasting power of negative word-of-mouth.

Integrity at all costs

Never ever lie or mislead your staff or guests. Be honest and trustworthy. If your salmon is farmed, admit it, don’t pretend it’s wild. If you anticipate an hour wait for a table, disclose it, don’t fool them into thinking it will only be 30 minutes. Don’t date your cocktail waitresses. Have high standards. Do what’s right, always.

(photo by staxnet/Flickr)

(photo by staxnet/Flickr)

The customer is right, even when they’re not

We cringe at that old phrase, but the customer’s perception is their reality. You have to start from there. If someone has a bad experience and isn’t satisfied with our response, we have just created a walking nightmare. However, we can turn them into a raving evangelist if we figure out the right thing to do for them, and then do a little more. This is no time for egos. It’s about them, not us. How do we fix it?

It’s all about relationships

What does every restaurant want? Repeat guests. One visit is appreciated, but we can’t succeed for long if they only come once. We can make that easier if we create relationships. Be a personality not a brand.

  • Welcome your new guests. They’re taking a chance on you — make them feel appreciated and comfortable.
  • Nurture your regulars — your evangelists. They will do your marketing for you –- reward them for that. Stroke their egos in front of their friends. Give them special treatment.
  • Treat everyone the way you would like to be treated. Even better, the way you would like your grandmother to be treated – the golden rule.

    (photo by Rene Ehrhardt/Flickr)

    (photo by Rene Ehrhardt/Flickr)

Look and listen

  • Scan the room. Are your guests happy to be here? Look at their faces, their body language, their interactions, and their tables. Anticipate their needs –- that’s the key.
  • Listen to what people are saying about you and respond to it, the good and the bad. Accept criticism and learn from it. Put your pride and ego aside and make things right.

Your staff determines your success

  • Trust your gut when you hire staff. Do they want to learn? Do they really like people? Are they positive personalities? Do they care?
  • Educate your staff. Create a culture of knowledge that they will share with guests. Encourage and recognize those who demonstrate that knowledge. We had oyster-tasting contests, wine and beer seminars, and fish school. We made it fun and ended up with the smartest and most loyal wait staff in town.
  • Trust and empower your staff. Give them guidelines to follow so they can make customer service decisions on the spot. If you’ve done right by them up to now, they’ll do the right thing.

Pay it forward

Be a good citizen. Give back to the community that supports your business. Join your local chamber or business group. Find a cause that you and your staff feel passionate about and partner with that organization to raise funds and awareness. Show the world that you are more than just a brand or a storefront; you have a personality and a heart.

Were you thinking about your customers or members when you read this? If not, go back and translate these restaurant scenarios into your organization’s perspective. Before incorporating social media into your culture, make sure you are comfortable with these principles. They’ve been around forever, but in the new Web 2.0 world, you can’t succeed without them.

The American Society of Association Executives (ASAE) recently launched a new web site, The Power of A. According to the ASAE press release, the Power of A is a “communications campaign intended to broadcast how associations across all industry sectors and in every state harness the power of millions to help jumpstart America’s economic engine and help propel the nation toward recovery.”

Many of us thought that the purpose of this campaign would be to educate the public about what associations do and how they contribute to society and the economy. I remember the blank faces when I told people I worked for a trade association. Huh? Is that a government job? So you’re involved with an export or import business?

Unfortunately the public isn’t the target audience here. The press release goes on: “The Washington, D.C. office of Ogilvy Public Relations Worldwide was engaged by ASAE & The Center to develop and implement the campaign, whose top priority is to inform decision makers on Capitol Hill, particularly those individuals who comprise the group of newest political gatekeepers to the American public.”

Wow, that’s a missed opportunity. We’re preaching to the same crowd that we’ve been lobbying to since our formation – Capitol Hill staff. To make it even worse, the web site has a self-congratulatory feel to it. And many of the associations who posted to the site obviously copied text straight from the bottom of their press release template or their mission statement. Yawn.

What happened next may not have been part of ASAE’s or Ogilvy’s plan. Several association professionals, including me, bitched about the campaign and web site on Twitter. Chris Bailey and Maggie McGary wrote blog posts that captured many of our frustrations.

And there on The Power of A home page is the #pwra Twitter stream of our rants with words like “misguided” and “muddled gaffe” displayed for all to see. I don’t feel great about complaining in public about my association, especially when I know many ASAE staff must have labored over this effort.

This is our new reality. An expensive PR campaign hit a nerve. As dues-paying members we see an opportunity, money and energy wasted. We expected more. We’re disappointed and frustrated. We were excited about this campaign. We really want it to succeed. And we talk and write about it. Like customers do about businesses that failed them, members do the same about their associations.

Is ASAE listening? Social media is a 24/7 job. Would it have helped if someone responded to us this weekend on Twitter or on the blogs? I’m not sure. Our opinions probably wouldn’t have changed, but we would have felt good about our association — they’re listening, they know what to do in social media. Will they address our concerns? I hope so, they’re valid concerns. Will these concerns be shared by all members? Probably not. We all come from different places with different expectations and ideas.

We now have ringside seats to observe how ASAE will handle this situation. We can all learn from this. This can happen to any of us. It’s why so many associations and companies are scared to get into social media – what do we do when people go negative? Frankly if your members or customers have an issue with something you’re doing, they’re going to talk about you, whether you’re there or not.

What would your organization do about it?

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