This issue of Communication Command contains an interview about communicating a milestone company anniversary, as well as an article about the relationship between crisis communication professionals and attorneys. We hope you will enjoy our e-Newsletter.
Spring 2017
2017 IABC
World Conference
Dianne Chase, C4CS® Senior Partner and International Chair of the International Association of Business Communicators (IABC), is going to address IABC members from around the world at the 2017 IABC World Conference #IABC17 in Washington, DC, which will be held June 11-14, 2017.
Dianne's IABC Chair blog can be accessed by clicking on this link.
IABC has more than 10,000 members and is currently represented in about 70 countries.
Cybersecurity Panel Discussion
C4CS® Managing Partner Oliver S. Schmidt will be discussing crisis communication and reputation management in the context of cybersecurity at the Information Systems Security Association (ISSA) Pittsburgh Chapter's 2017 Security Forum on Friday, May 5th.
Additional information concerning the event is available here.
Crisis Communication Interview
C4CS® Senior Partner and International Chair of the International Association of Business Communicators (IABC), Dianne Chase, recently gave an interview discussing the United Airlines crisis and whether the same communication mistakes can be made by other companies and their senior leaders.
To watch the interview on YouTube please click on the following link.
Social Media Conference
C4CS® Managing Partner Oliver S. Schmidt spoke at Point Park University's Social Media Conference #Burgh 3.0 on March 16, 2017. The conference was held at Point Park University's Center For Media Innovation in downtown Pittsburgh.
Please contact us at if you would like to have a senior member of C4CS® make a presentation for your organization.
Leadership Communications
Dianne Chase, C4CS® Senior Partner and International Chair of the International Association of Business Communicators (IABC), conducted a webinar for IABC Switzerland in March. Dianne presented on Delivering Leadership Communication as a True Business Partner and had communication pros from multiple European countries in the audience. 
Crisis Communication Workshop
In February, C4CS® conducted a scenario based Crisis Communication Workshop at Point Park University's Center For Media Innovation (CMI). We would like to thank CMI and IABC Pittsburgh for hosting the event, which was attended by more than 30 people.
If you have questions concerning our Crisis Communication Workshops, please contact us at
Our next e-Learning course on 'Harnessing the Power of Social Media in Crisis Management' will be conducted May 15 through May 26, 2017. Congratulations to those who completed the course work and obtained a Certificate in Social Media Crisis Management Planning accredited by ICOR. The course brochure can be downloaded here.
If you have questions concerning this e-Learning course, please contact us at
Communication Command e-Newsletter
Please click here if you would like to access past issues of our e-Newsletter.

Five Questions about Communicating a Milestone Company Anniversary

Sheryl Zapcic is Director, Corporate and Market Communications at Voith Holding, Inc. with headquarters in York, Pennsylvania.

Sheryl Zapcic

We understand that Voith is celebrating its 150 year anniversary this year. Could you tell us a bit about Voith?

As you mentioned, Voith is indeed celebrating a significant anniversary this year. Voith is a B2B company and one of the largest family-owned corporations in Europe. It is headquartered in the beautiful German city of Heidenheim and looks back upon an impressive global success story.

Voith was started in 1867, when Friedrich Voith took over the workshop owned by his father, Johann Matthäus. Today, the company is a global technology leader with locations in more than 60 countries, approximately 4,000 active patents, and about 19,000 employees that represent Voith's four group divisions Digital Solutions, Hydro, Paper, and Turbo.

In your role as communications lead in North America, you are overseeing the efforts for the strategic planning and communications concerning all anniversary related events in the region. How have you coordinated the many moving parts?

You are correct. There are certainly a lot of moving parts. Voith has more than 160 locations worldwide, and in total we will have almost 260 anniversary celebrations. Almost every location is having an employee event, a family day, a sporting event to support a donation to a good cause, as well as local Corporate Social Responsibility activities which include a donation to a charity or community program. To support these many efforts we have developed internal and external micro sites; media and community relations campaigns; event plans including the writing of speeches, press releases, and working with local government; social media campaigns; and a number of other initiatives. We are also doing a lot of fun activities locally like human 150 anniversary banners, photo and video greetings, and the performance of our new Voith song. In North America alone we are handling more than 60 events with as many as 5,000 expected participants. How do we handle all of that?

Fortunately, we have an incredible team in our corporate and market communications department. And we developed a regional structure for the activities to ensure that we have various levels of assistance. The key has really been to designate a local champion at each location. With our support and assistance, this person, who typically pulls in a larger group of qualified people, helps with the planning and execution of the respective local employee events. We also utilize a lot of checklists, guidelines, protocols, as well as almost daily meetings and phone calls. Additionally, there is frequent communication between global headquarters, my office staff, and the local champions. Having a local champion also allows the individual locations and facilities to decide what is best for them and their culture rather than have corporate decide for them. That approach increases employee engagement and satisfaction as the local employees are participating in the decision making process.

You are based in Pennsylvania and have more than 3,000 employees in 18 company locations throughout North America participating in multiple events at each site. What are the biggest challenges you have faced in trying to balance event planning and the surrounding public relations?

Our biggest challenge is that there are only 24 hours in a day. As other communications professionals can attest to, when a campaign like this hits, responsibilities tied to running corporate and marketing communications do not go away.

Another challenge has been working with manufacturing facilities that are in operation 24/7 and making sure all employees feel that they are a part of the celebration. Many of our employees in the shop do not have company email addresses, and some are also hesitant to provide personal email addresses, which I completely understand. So we have had to get a bit creative in our communication methods in order to reach everyone.

Of course there is also the challenge of staying within budget for each location. And, frankly, getting 3000 polo shirts from Germany to the right employees in the correct sizes is also not as easy as one might think.

How do you ensure that global messages are effectively communicated in each local market? Something that works well in Germany may, for example, not translate well in a small town in the Midwest.

As communications professionals who work for international companies know, this challenge is not limited to an anniversary celebration. We need to ensure that global messages are relayed in the local market for virtually everything from product launches to sustainability campaigns, newsletters, and so on.  Our goal is to take the spirit and sentiment of the message, align it closely with the local markets, and to communicate in a way that resonates with each internal and external audience. We focus on the specific business and communication goals to ensure the messages translate to the region by taking into account local habits, culture, pain points, opportunities, etc.

Across our region local culture has a big influence on the employee events. For instance, our colleagues in Hawkesbury, Canada enjoyed a wonderful employee event at a Sugar Shack location, and those in Shreveport, Louisiana had a crawfish festival party. While Voith is having a global anniversary celebration, we have to make sure that the activities are appropriate and effective at the local level.

This is certainly a multi-faceted and exciting initiative. What are some of the highlights and accomplishments you are most proud of?

We are very pleased with the spirit and closeness of the employees and view the festivities as an excellent opportunity for team building and enhancing our reputation. For example, at our offices in York we were recently shooting the "human banner" and more than 400 employees showed up in their new white Voith polo shirts. Our team was trying to get them in the shape of “Happy 150th!” which turned out to be no small feat. However, what I heard was laughter, jokes between the employees, and a sense of family and genuine fondness for each other. It was special to witness and the increased cohesiveness will help Voith down the road in good times and in trying times.

I also want to highlight the donations we are making to the communities in which we work and live. All Voith employees were given the opportunity to submit suggestions for a local "good cause" that aligns with our company culture and values. As a result, we have made donations to a diverse list of organizations and causes that include a school robotic lab, Habitat for Humanity, First LEGO League competitions, and many more. It feels good to be part of a company that gives back.

Crisis Communication Professionals and Attorneys: An Essential Relationship
Since C4CS® was established in 1998, our consultants and trainers have worked closely with hundreds of in-house attorneys and lawyers in private practice in regard to potential and active lawsuits related to labor conflicts, product liability issues, data loss incidents, bankruptcy, environmental contamination, sexual harassment, and many other adversarial scenarios.

Although working relationships between crisis communication professionals and attorneys are often described as contentious, we have successfully built business relationships with in-house and external attorneys that are based on mutual respect and trust.

Many of our business relationships with attorneys have lasted for years as both sides seek expert professional advice on behalf of their clients. In a number of cases the law firms we work with function as our contractual partner and direct our efforts, although we usually work in tandem with in-house attorneys who rely upon both effective legal counsel and crisis communication consulting and training.

No matter whether our collaboration with a specific attorney developed as the result of a lawsuit or due to the realization that proper crisis preparedness planning requires that professional communicators and attorneys work closely together, we always listen carefully and try to understand the legal perspective before we make crisis communication related recommendations. In-house and external attorneys are therefore actively involved in discussions concerning crisis communication objectives, the development of internal and external messages, etc.
While most of the time we spend working in tandem with attorneys occurs when an issue or a crisis needs to be managed, we certainly also collaborate with attorneys during the crisis preparedness planning and post crisis phases. This is necessary to ensure that the tools, plans and procedures we develop in order to increase crisis readiness are sound from a legal as well as crisis communication perspective. In addition, we urge our client partners to designate legal counsel for participation in recurring on-camera media training, scenario-based crisis communication training, tabletop crisis exercises, and crisis drills.
It is true that especially attorneys in the United States have traditionally advised clients to say as little as possible, refrain from admitting guilt, and perhaps also avoid publicly expressing empathy in connection with a crisis. However, even if a company wins in a court of law, the damage to brand equity, reputation, and the bottom line incurred in the court of public opinion is often far greater and longer lasting than a possible verdict against the company.

Fortunately, the attorneys C4CS® works with understand that in this age of social media and citizen journalism, simply saying "no comment" is no longer an option. Stakeholders increasingly interpret such behavior as an attempt to hide information and as an admission of guilt. As we tell our client partners, what stakeholders perceive is what they believe to be true. Protecting and enhancing brand equity, reputation, and the bottom line therefore depends upon effectively combining legal and crisis communication expertise.

If you have any questions concerning this article, please contact us at We look forward to hearing from you.

Food For Thought

"In a challenge and crisis like that, we didn’t have all the facts. It took time to develop the facts and what was happening. It was important customers knew we were telling them all we knew when we knew it. We were being transparent, and we weren’t trying to blame someone else.
They had to know we owned the issue and had all the focus and resources to solve the problem
as quickly as possible."

Ed Bastian


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Leaders in Strategic Communication
and Crisis Management