Crisis Communications: Rob Ford of 5WPR On The 5 Things You Need To Create A Highly Successful Career In Crisis Communications

An Interview With Dina Aletras

Short-term and long-term strategic thinking. You need to address what’s right in front of your face. The astronaut’s decision tree — what is the next thing that can kill me? But strategic thinking involves considering multiple perspectives and anticipating potential outcomes based on the actions taken to address a crisis. It’s a chess game where you must think a few moves ahead.

Crisis communications is a vital field that helps organizations navigate and manage challenging situations, protecting their reputation and maintaining public trust. The role requires a unique blend of strategic thinking, quick decision-making, and effective communication skills. What does it take to excel in this high-pressure field? How do professionals prepare for and manage crises effectively? As a part of this series, I had the distinct pleasure of interviewing Rob Ford.

Rob Ford serves as Managing Partner and Executive Vice President, Corporate Communications division, and leads 5W’s Crisis Communications strategy across all agency divisions. He specializes in crisis strategy and brand protection for high growth and well-established companies and has led response around ransomware hacks, data breaches, government investigations, high-stakes litigation, complex transactions, and activist investor proxy fights involving major companies. He developed 5W’s crisis preparedness framework, advises c-suite leaders on crisis readiness and response, and media trains executives.

Thank you so much for your time! I know that you are a very busy person. Can you share the most interesting story that happened to you since you began at your company?

The cliché holds in that it’s nearly impossible to identify just one, but an experience that springs to mind is the opportunity to be immersed in Zappos for two full days and subsequently on multiple trips to Vegas. Sitting with the late Tony Hsieh, who really was at the vanguard of the modern celebrity CEO, ranks highly. Outside of that, crisis work is always interesting. It’s agnostic — it can happen to any company in any industry at any time. While I can’t share specifics, I’ve had cases that touched government investigations, high-profile white-collar crime, celebrity snafus, highly charged political issues, you name it. It’s part of what is so appealing about this kind of work.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Funny now? Yes. Back then? Not so much. I was two or three months into the job and took a client call with my boss and the CEO. We had a good discussion about a high-profile board member joining the company and I diligently went back to my desk and began reaching out to the media with the story. The only problem was it wasn’t a done deal. A reporter who knew the prospective board member contacted them directly asking if it was true. The client fired us. Naturally, I was concerned about my job. Two months in as a junior staffer and getting us fired by a client wasn’t a good look! I didn’t lose my job, but I learned a valuable lesson. My bosses were upset, but they said I had made an acceptable mistake — a mistake that is the result of caring, action, initiative and not of laziness or apathy. It’s a lesson I’ve passed on many times over.

What are some of the most interesting or exciting projects you are working on now?

We’ve always been at the forefront of emerging industries or at a paradigm shift in a legacy industry. We’re doing some really interesting things in the defense tech space and cybersecurity, for example. We’re involved in work centering on world leaders and hugely relevant political matters facing our country and our world. It’s the kind of work that exercises all your PR muscles where the stakes are high, and the outcomes have great impact.

You are a successful leader. Which three-character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Honesty and empathy. The ability to have difficult conversations and do so in a way where the other party does not feel disrespected is critical. Nothing you say whether it’s advising a client, guiding a team member, or sparring with a journalist, matters unless they trust you and believe what you are telling them is true. Even, er- especially, if it’s something they don’t want to hear. I don’t believe one can do this effectively without empathy. You must try to sense what it is like to be sitting in their seat for your words to land.

Fairness. I have an ethos that everyone on the team should know where they stand at all times. If someone walks into a performance conversation, for example, and is genuinely surprised by what they hear, then leadership has failed them. This applies to opportunities and access for team members. For a team to thrive, everyone has to pull the rope. They need to understand their job and how and where they fit into a team to succeed in their role. Again, they may not always be thrilled about an assignment or an opportunity, but if they feel they’ve been treated fairly, you will see the result.

Vision. The power of a shared goal, a common vision, cannot be overstated. Otherwise, everyone is simply working for themselves, not the team. Create the vision, get buy-in, establish the process for getting there, and go.

Ok super. Thank you for all that. Let’s now shift to the main focus of our interview. What essential skills and qualities do you believe are necessary for success in crisis communications?

There are many skills that are essential to successfully navigate a crisis. The first is the ability to stay calm and composed. If you can’t approach the situation in a state that allows you to think clearly and rationally, chances are you won’t be able to navigate your way out of the chaos. It is the inherent value of a third-party advisor in these kinds of situations. Emotions shouldn’t dictate action.

Second is common sense. When faced with a crisis, it’s the first thing that goes out the window. The natural inclination is to search for the right answer when you should be searching for the best answer. Start with what is true and authentic to you and your organization and build from there.

Another is resilience. It’s a process, it’s a process, it’s a process. The desire is to find the panacea which will make all your troubles go away. While the crisis may subside quickly, the damage may not. That’s when the real work begins of rebuilding reputation, and it doesn’t happen overnight. You must stay the course. Incremental gains over time result in dramatic improvements in position.

Can you share a specific crisis you managed and the strategies you used to address it effectively?

Rather not. Clients would not be happy about it. We have NDAs anyway.

How do you stay prepared for unexpected crises in an ever-changing media landscape?

As a baseline, you should always be prepared. A thorough readiness plan is essential for any business. Your internal communications and decision-making processes need to be built out when things are calm. The landscape has become so amorphous and rapid that it’s critical to have these basic building blocks in place so you can focus your energy on the in-the-moment needs — strategy, tone, timing, and channels. Consider how inundated we all are with content and information — those are all the channels you must have a command of for your message to reach and resonate.

Furthermore, readiness goes beyond planning, it requires action. Knowing your audiences, where and how they consume your goods or services and making routine deposits in those relationships will allow you to make the withdrawal when you need it most.

That said, I like to use a famous Mike Tyson quote: “Everyone has a plan until they get punched in the face.” A preparedness plan is vital, but nothing can replace an active crisis response team for when things take a bad turn.

What role does digital media play in modern crisis communication strategies?

Simply put, the digital landscape is the battleground. Again, consider the myriad ways content reaches you on a daily basis. It’s no longer about a press release or a simple statement if you truly hope to persuade audiences. You have social media, company websites, owned applications, search, email, legacy media, messaging apps, live events, and more. This isn’t to say you need to deploy your full arsenal in every situation, but you must be fluent in the many ways information gets shared or risk being a passenger in your own story.

This is a key component of knowing your audience. Foundational work must be done via social media audits and brand listening to understand how others see your brand. It reveals crucial data points that allow you to make smarter, quicker decisions in moments of crisis.

How do you measure the success of a crisis communication plan?

For preparedness plans, it’s a pressure test. Did it hold up under the weight of an actual crisis. It’s a test no one ever wants to take. It’s also difficult to prove a negative — did a crisis not occur because of preventative measures you took? The answer is likely yes.

For crisis response, it’s very simple. Did it go away or subside, and can you recover?

Ok super. Here is the main question of our interview. Based on your opinion and experience, what are your “5 Things You Need To Create A Highly Successful Career In Crisis Communications” and why. (Please share a story or example for each.)

1. Common sense. Sometimes the obvious answer is the best one.

2. Communication skills. History is rife with examples where how someone communicates trumps what someone communicates.

3. Decisiveness. In a crisis, time is of the essence. A good response now is better than a perfect response a day late. The longer a crisis persists without action, the more challenging it becomes. Being able to swiftly assess the situation, make decisions, and implement strategies is essential. Having a crisis plan in place is particularly beneficial in these scenarios.

4. Confidence. If you’ll indulge another quote, Chuck Noll said pressure is something you feel when you don’t know what you’re doing. During a crisis, there is often intense pressure from clients, the public, and other stakeholders. It can be overwhelming. Giving into this pressure is when mistakes happen. It’s important to filter out unnecessary noise and focus on what’s essential to solve the problem.

5. Short-term and long-term strategic thinking. You need to address what’s right in front of your face. The astronaut’s decision tree — what is the next thing that can kill me? But strategic thinking involves considering multiple perspectives and anticipating potential outcomes based on the actions taken to address a crisis. It’s a chess game where you must think a few moves ahead.

Bonus. Empathy. You’re often working with someone during their darkest moment. Yes, they’ve hired you to bring logic and reason to the situation, but emotional intelligence and empathy play a crucial role in your client believing they have someone that is truly fighting for them. Just watch — it will make you a better advisor and them a better client.

This was really meaningful! Thank you so much for your time.

About the Interviewer: Dina Aletras boasts over 20 years of expertise in the corporate media industry. She possesses an in-depth understanding of growth, strategy, and leadership, having held significant roles at some of the UK’s largest media organizations. At Reach PLC, the UK’s largest tabloid publisher, she served in various director capacities. Additionally, she held leadership roles at The Independent Magazine Group and DMGT. Her extensive knowledge spans editorial, digital, revenue, sales, and advertising. Upon relocating to Switzerland, Dina took on the responsibility of managing and promoting the international section of Corriere del Ticino — CdT.ch pioneering the English page “onthespot.” She also was the Co-Editor of Southern Switzerland’s first official Italian and English bilingual magazine.