From the previous thread:
I've answered the questions that are worth something to the conversation. I.e. When you posed "Did Aquilini hold a press conference when Gillis was fired?" I answered and said "Aquilini did have a press conference after Gillis was fired... It was to present the hiring of Linden. They had questions about Gillis' removal at that same presser". That should satisfy this tangent you are attempting to create here.
@MarkMM: Appreciate any insight you can provide here. It shouldn't have come to this though.
FAN, you are misrepresenting the question asked of you by conflating the question and Benning's position. Here's what I asked:
Somehow, you interpreted this as me asking you to answer this as if you were Aquilini? You had already done this before I posed this question to you. I asked _you_ if _you_ were a small/large business owner,
and if yes, then answer the following...
The premise is what you would do as a small/large business owner (mostly small business because we've already established what you would do in a large business re: Aquilini). If you are so inclined, provide your input on small business action with the above scenario. If not, all good too.
Sure, trying to be brief (and with the caveat that every organization is different, though some principles broadly transfer):
1.) Management sets the high level goal "North Star" that communications is meant to support; like "Generate and sustain Canucks as the preeminent sports/entertainment brand in Metro Vancouver / British Columbia
2.) Identify how they'd measure that (season ticket renewals, number of empty seats on game-days, tonality of media coverage, increasingly possible to use software to identify tone of social media dialogue about the brand, demand for corporate sponsorship, merchandise sales, web hits, social media following, etc)
3.) Identify distinct audiences and the most appropriate messages to suit them and channel to reach them (for key reporters the message would be that management has "the plan" and are methodically building a better team and they get exclusive stories/off the record chats, season ticket-holders the message could be that the Canucks have turned the corner and you don't want to miss these young players develop before your eyes and they get direct-mail/exclusive events, target demographics who are the untapped market such as young professionals the message would be that the Canucks are the social event to be seen at and they get targeted online ads, public at large who could be a casual attender would get the message that the Canucks are proud representatives of the community and even if hockey isn't your thing they deserve your support, so ads on mainstream media advertising the Canucks in the community type things, etc. (More to it with this, but the exact imagery and messaging might be focus-group tested, etc.)
4.) Anything that disrupts any of the aforementioned messaging to targeted audiences would need to be addressed, with a number of potential strategies; you could hope it blows over and you just wait it out until something shiny catches the public's attention (why politicians will often drop bad news on a Friday or before the holidays, proverbially known as "take out the trash day", and you drop all bad news at once because then reporters would have to choose which bad story to cover, and with the audience not paying attention. Or you could try to distract them yourselves, known as "changing the channel" where you announce something else either good news, or at least bad news for which you'd rather talk about because it's easier to defend.
Handling bad news is generally referred to as "Issues Management" and you'll notice major politicians (Prime Ministers, Premiers, Ministers) have a full-time person assigned as Director of Issues Management. There's a general playbook used, just Google "Commandments of Crisis Communications" and you'll see a variety of articles broadly similar, or read the book "Masters of Disaster", generally the best example of how to do it would be like how Tylenol handled their contaminated pills, Maple Leaf foods handled their contaminated meats, and the examples of how NOT to do it would be BP and the Gulf oil spill or Toyota and their stuck gas pedals. On the surface the handling of Linden leaving smells a lot like the latter, which also lends one to believe there was a fair bit of animosity given if it was an "amicable" split, one would expect a degree of coordination on how to present the story to the public.
But generally, some guidelines (assuming this isn't something you can change the channel or wait it out, and clearly Linden leaving isn't a one-day story that would be a blip, so you'd need to handle it head on):
1.) Accept full responsibility and be up front and highly visible to the public. It looks like leadership, anything less looks sketchy and reporters will make that a story for the sake of it, even if the underlying story isn't so bad.
2.) Be out early and often with communication. In crises, often you don't have many facts but even tell them that, but make sure YOU are the one telling them. (Notice that after shootings police now hold immediate press conferences even if only to tell the public they don't know much but you can expect to know more in a few hours...) If people know when they're going to get new news they'll generally wait, rather than run off and spout their mouths off and look silly afterwards. But if they don't know if they're going to know more in a day or a week or a month, then they'll get antsy and start digging/making things up and you'll lose control of the narrative which is what's happening in the sports media in Vancouver right now.
3.) Speaking of the narrative, be the first to frame the story. Word was that the Aquilini's were difficult to work with, without giving the media anything else to explain Linden's abrupt leaving, that was (and ended up being) the only thing that became the story, to the chagrin of the Canucks ownership. The narrative after the signings has already turned to the Canucks making the same mistakes (signing older free agents to above market salaries, having a net exodus of draft picks, and still losing, so getting the results of rebuilding without the benefits of it), that, combined with Aquilini's reputation of interference made it inevitable that the story would start to form of the Aquilini's interfering with management leading to poor decisions and Linden doing the honourable thing and leaving. However, if right after Linden left the Canucks quietly dropped a few hints that ownership had could not support recent decisions made under Linden's leadership, it's ambiguous enough that it introduces doubt about how Linden might actually be the problem for whatever people don't like about the team, and a whole new perspective could have formed...like, that the bad decisions were Linden's fault, and THAT'S why management kept interfering, they were trying to be good ownership and let the hockey professionals manage but they couldn't stand by while Linden exercised poor control, up until the breaking point and they decided they'd lost faith in Linden. Of course that would still leave ownership the blame for picking Linden and staying with him for that long, but in crisis comms, it's about picking the LEAST DAMAGING storyline, and it's better that they be seen as having undue faith in a community icon than being fanboys who interfered with professional management (which is what it looks like now).
It just seems that Linden leaving did catch them off guard, because their "message control" just isn't there. Of course there's signs of them fighting back with it looking like they're leaking things to their allies in the media, but it's all smells like a rearguard action, reactionary to an already formed disaster instead of controling the storyline and turning it to their advantage from the beginning.