突發CEO鬧緋聞公關危機的正確做法大綱

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Crisis is everywhere. There are the national public relations fiascos: General Motors, Chris Christie, the NSA. And then there are the countless human missteps that plague companies every day: The reply-all email gaffe, the product defect, the affair. Be your crises big or small, these authors think they can help. Christopher Lehane and Mark Fabiani were dubbed the "Masters of Disaster" in a 1996 Newsweek profile for their work with Bill Clinton's presidential campaign (they also ran interference after his impeachment). In a new paperback, co-authored with director Bill Guttentag, the authors repurpose their lessons in political crisis management for the C-suite. "Masters of Disaster: The Ten Commandments of Damage Control," distills their best advice into 10 rules. We've, in turn, distilled those commandments into a handful of words. You're welcome.

危機無處不在。想一想最近幾樁全國性醜聞的主角：通用汽車公司(General Motors)、克里斯•克里斯蒂和美國國家安全局(NSA)。企業每天都在遭受無數人爲失誤的困擾，比如“全部回覆”災難、產品缺陷、風流韻事等等。無論你遭遇的危機是大還是小，有兩位作者都認爲，他們能幫到你。克里斯托弗•勒翰和馬克•法比亞尼被《新聞週刊》(Newsweek)發表於1996年的一篇人物特稿戲稱爲“災難大師”，他們曾經爲比爾•克林頓的總統大選活動立下汗馬功勞，後來還幫助這位美國前總統安然度過彈劾危機。在最近與導演比爾•古登泰格合作撰寫的一本平裝書中，兩位作者以公司高管爲受衆，重新總結了他們在政治危機管理中汲取的經驗教訓。《災難大師：損失控制10大軍規》(Masters of Disaster: The Ten Commandments of Damage Control)一書把他們的忠告提煉爲10條規則。爲方便讀者記憶，我們反過來又把這些戒律進一步提煉爲十大要點。別客氣，拿走不謝。

1: Full disclosure

1: 充分披露

Put the whole story out. All at once. Full stop. Otherwise, risk "getting completely run over by it," say Lehane et al. This advice is as ubiquitous as it is accurate. The classic example is Tiger Woods, who let rumors of his affairs brew in the press for days until he came clean. Instead of the awkward nonresponse, a swift and complete confession would have limited the damage. Bonus tip: Respond immediately to that errant reply-all e-mail.

把整個故事都講出來。一次性講出來，到此爲止。否則的話，你就很有可能“被它徹底吞噬，”勒翰等人說。這項建議不僅準確，而且具有普適性。這方面的典型例證當屬著名高爾夫球手老虎•伍茲。他的無數風流韻事在媒體上傳播了幾天後，他就高調亮相，和盤托出全部真相。面對醜聞，千萬不要一聲不吭，這樣做非常尷尬。迅速且毫無保留的招供可以限制醜聞帶來的傷害。順便給你提個醒：如果不小心點擊了“全部回覆”，請即刻採取補救措施。

2: Speak to your core audience

2: 向核心受衆說明原委

Everyone in crisis has a target audience -- usually the people with firing power. For a school superintendent it's parents, for a college coach it's the board of trustees, and for a corporation it's shareholders and analysts. For one public company, the authors took a 10-page press release and distilled it into a three-sentence missive for shareholders, saying, "The company is pleased to have put this matter behind it once and for all." The stock price went up on the news.

陷入危機的每個人都有各自的核心受衆，即那些對你有殺傷力的人羣。對於一位校長來說，核心受衆是學生家長；於一位大學教練而言，它是受託管理委員會；於一家公司而言，它是股東和分析師。作者專門針對上市公司列舉了一份10頁的新聞稿，同時把它提煉爲一份由3句話組成的致股東函，上面寫道：“非常高興地告知諸位，本公司已經徹徹底底地解決了此事。”消息剛一發布，公司股價就應聲而漲。

3: Don't feed the fire

3:不要給傳言加料

See rule number one. The truth will out eventually, so disclose everything fully and quickly. The authors write, "The longer it takes you to get to the bottom line, the longer you will be in crisis."

參見規則1。真相總有水落石出的一天，所以你應該迅速且完整地披露一切事實。作者寫道，“你拖着不願交底的時間越長，你陷入危機的時間就越長。”

4: Details matter

4: 細節至關重要

Move fast, but not too fast. Meg Whitman was caught off-guard for detailed questions about her voting record when she announced her bid for governor in 2009. "She was not ready for her close-up," the authors say. The result was a gut punch to the campaign. Get the small facts worked out before the big reveal or disclosure.

迅速行動，但不能太快。梅格•惠特曼2009年宣佈競選州長的時候，她被幾個詢問投票記錄的細節問題搞得措手不及。“她還沒有做好面對特寫鏡頭的準備，”幾位作者寫道。她的競選活動由此遭受重創。發佈或披露重大消息前，最好先理順一些看似微小的事實。

5: Hold your head high

5: 挺胸擡頭

The poster boy for this rule is Gavin Newsom who, facing reports of an affair, told the press, "everything you've read is true," gave a dignified apology, and didn't address it again. He revealed all, deflated speculation, and then "had the discipline to shut up."

這條規則的代表人物是加文•紐森。這位陷入外遇醜聞的舊金山市市長對媒體說：“大家讀到的一切報道都是真實的。”然後不失尊嚴地發表致歉聲明，並且再也沒有迴應過此事。他披露了一切，抑制住了漫天飛舞的謠言，然後“極其剋制地保持了沉默。”

6: Be straight about what you know, what you don't know, and what you are going to do to fix the problem

6: 坦率地說出你知道什麼，不知道什麼，你打算採取什麼措施解決問題。

This one is mostly self-explanatory. Instead of pretending to know it all, defer to experts. So, if you're a mining CEO and there's been a collapse, bring out the geologists rather than speculating on the mechanics yourself.

這條規則基本上是不言自明的。不要假裝你什麼都知道，聽從專家的意見。所以，如果你是一家礦業公司的CEO，你的公司出現塌方事件，最好聘請地質學家出面解釋，你自己不要在那裏瞎猜結構力學的種種奧妙。

7: Respond with overwhelming force

7: 以壓倒性的力量予以迴應

A few tried-and-true strategies: announce the formation of a commission, launch an internal review, or appoint a respected expert to overhaul the offending department. It's also important to have a company line and stick to it. Companies that are good at crisis management make sure every public-facing employee is relentlessly on-message.

幾個行之有效的策略是：宣佈組建一個委員會，啓動內部調查，或者任命一位受人尊敬的專家，全面審查有問題的部門。同樣重要的是，制定一個公司層面的應對策略，堅持下去。善於危機管理的公司往往會確保每一位面對公衆的員工都能夠自始至終地遵循統一的口徑。

8: First in, first out

8: 先入先出

Minimize your role in the drama as much as possible. So, if you're a baseball player accused of steroid use, fess up, blame the sport's "loose culture," and make the story about something larger than yourself.

儘量減少你在醜聞大戲中扮演的角色。假如你是一位被控使用類固醇的棒球運動員，先爽快地坦白，然後指責這項運動“鬆散的文化”，讓公衆知道你的醜聞背後還藏着更大的祕密。

9: Don't get Swiftboated

9: 不要無視居心不良的指控

In 2004, John Kerry fell prey to the obviously politically motivated Swiftboat Veterans for Truth by refusing to dignify the smears with a response -- until the damage to his poll numbers was already done. It was a case study in the importance of refuting scurrilous accusations early and forcefully.

2004年，一個名爲“快艇老兵尋求真相”(Swiftboat Veterans for Truth)的組織質疑民主黨總統候選人約翰•克里越戰事蹟的真實性。克里起初不願迴應這個明顯帶有政治目的的誹謗，直至這起事件對他的支持率造成了難以挽回的損害。通過這一案例，我們應該明白，迅速且有力地駁斥下流無恥的指控是多麼重要。

10: They dissemble, you destroy

10: 揭穿對手的險惡動機

Seize on any errors or inconsistencies from the opposing side to undermine its credibility and change the narrative. For example, are your accusers politically motivated? Sounds like the whole thing might be a partisan plot.

牢牢抓住對立一方有可能出現的任何失誤或者前後矛盾的地方，削弱對方的信譽，改變事件的敘事走向。比如，指控你的人是否有政治動機？要讓整個事情聽起來就像是一個黨派爭鬥的陰謀。

This abridged advice is, of course, just a fraction of the wisdom offered in this smart, 257-page book. If you really want to learn from the "Masters," you can find it here.