But (a) it’s clear that crisis management isn’t her forte, which isn’t surprising because she was hired more for publicity; and (b) your PR person cannot talk their way out of a problem you created.
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She can only give the answers the Board has authorized her to give.
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There may be independent issues here, but she struggled to repeat the same tired things we have heard over and over again, and I think it’s clear that that failure is not wholly on her shoulders.
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It’s clear that RWA *got* good advice. They just didn’t *take* it. That’s why the idea that they can hire a DEI consultant and solve this all is kind of flabbergasting. They need to hire someone who will kick their asses.
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Since they were unwilling to sign up for the free ass-kicking offered by other members with experience, it seems unlikely they’ll pay for it.
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PR is my day job career and crisis comms is a big part of that. You raise important points. I don't know Jessie's background and training but I'm doubtful the lack of communication and PR strategy falls heavily on her shoulders. It's up to the leadership to empower the PR 1/2
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person to make recommendations and lead response. In many cases leadership doesn't listen to PR people and the crisis suffers for it. And PR is a really broad scope. People regularly place too much expectation on the shoulders of PR people for when things go bad.
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And I worked with Jessie when she was at Avon Books. Very good at what she did and very easy to work with.
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