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Third, after taking responsibility and apologizing, president explained what company was doing to fix system.
His description of fixes also took right tack. He made no attempt to describe technical nature of fixes, nor did he try to impress us with how hard he and his people had worked. He simply explained that backup and warning systems were being put into place, and should prevent further outages from same sources.
Fourth, he promised that affected customers would get two weeks of free service, to compensate for their inconvenience.
That's an excellent way to communicate a company's sincerity. While apology and acknowledgment would satisfy many customers, offer of compensation underlined a genuine interest in customer satisfaction.
So, this effective communication strategy had four parts: first, it acknowledged problem and took responsibility for it; second, it offered an apology; third, it explained what it was doing to fix problem; and fourth, it offered compensation to those who had been affected.
Of course, simply communicating in a crisis situation won company some recognition. And having communicated well made initiative that much effective.
In summary, crisis situations make special communication demands on organizations. This company rose to occasion by not only fixing problem, but also by communicating effectively with people who were affected.
Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at: http://www.communication-newsletter.com