Category: Services

News items and blog posts relating to the services provided by the Mangold Consultancy.

Our key service are Crisis Management, Corporate Communications and Media Training

For details on the specific services we provide, please visit the main Mangold Consultancy Services page.

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What kind of journalist were you?

Evening post - Airport staff set for high life with TV fame featuring Abby Mangold

Jess and I are often asked this.

People’s interest veers between fascination and horror. I am hugely proud of these roots and the lessons I earned, such as…

• People love being asked about themselves. Thoughtfully chosen, well-timed questions allow people to share something about themselves, cracking open a door to their world.
And with the privilege of being invited in…

• it pays to listen closely. The tone of voice, the pace at which they speak. These are as important to what someone is saying as the words they use.

• And with that always ask the obvious – who, what, when, where, why, how – sometimes twice to be sure you have truly understood.

Every journalism job added to the skills I use in crisis communications and media training now.

And I was pretty chuffed to make it into the papers myself once while filming for a BBC Airport special from Edinburgh Festival!

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Learning to face the unexpected

Abby Mangold presenting to clients

Having worked on multiple crises, I now accept I will always face the unexpected.

And in the most serious crisis, even experienced ‘crisis mature’ teams need guidance. What do I remind them about?

• The good – zero in on the basics, ensure up-to-date contact lists and access to all communication channels. With little notice small tasks make a big difference.

• The bad – hone in on detail at the expense of the big picture. Details matter, nominate someone to confirm the specifics. You must assess the immediate impact of the crisis, while keeping the long-term reputational effects in clear view.

• The ugly – collapse into a fit of jargon and industry speak at your peril. In a crisis people need to see people. Be human.

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45+ spokespeople and counting

Manchester photo by William McCue Unsplash

In the five years since we started media training one client, they have invited us to lead sessions with:

• 47 people
• in three UK offices including Manchester
• plus virtual meetings from mainland Europe
• on a multitude of corporate, legal and financial matters

It is the clients we know best who keep us on our toes!

We love learning from them while sharing our knowledge to bring their professional expertise to life for the press.

Abby & Jess Mangold in Manchester

Manchester photo by William McCue Unsplash

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What if you’re faced with a megalomaniacal spokesperson?

What if you are faced with a megalomaniacal spokesperson?

What if this megalomaniacal spokesperson won’t listen to your advice about managing a media interview?

Even seasoned spokespeople recognise the benefits of new tips and practice for media presence and interview skills.

Here’s how to make the case to your spokesperson if your comms advice is challenged:

-The competition for airtime is fierce and your time is precious. A few rehearsals now will save huge amounts of time over the medium to long term and reinforce your profile as a great spokesperson.

-You are a seasoned pro and your objective is to ensure your message reaches your audience. Trying new ways of delivering your message helps you be heard and understood by more people.

-You are setting an example for others. By making time for media training, you demonstrate the value of preparing for the press.

Can you risk colleagues going on the record without media training first?

Photo by Hunters Race on Unsplash

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It’s 9pm on Saturday night, the phone rings, it’s work

It’s 9pm on Saturday night, the phone rings, it’s work

This can only mean one thing, bad news. Who do you call next?

In crisis management, timing is everything.

I well remember those late afternoon Friday calls to press offices, chasing a response to the story we were about to broadcast.

Everyone’s on the clock, press teams scramble to reply before the weekend, risking rushed comments and heightened media exposure.

But what if a crisis happens out of hours? Waiting until Monday morning is not an option.

That’s where retained crisis comms support comes in. It provides:

• 24/7 support to swiftly navigate crises and safeguard reputation

• Quicker decision making and strategy setting through established trusted relationships with senior leaders

• Proactivity to anticipate potential media scrutiny and the trajectory of the crisis

This is the unparalleled advantage of having a crisis comms agency on retainer.

 

Original photo by Quino Al on Unsplash

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Talking crisis communications & reputation management

Netherlands

It is good to be back!

For the 2nd year running, we’ve been here in the Netherlands talking crisis communications resilience on a global scale.

Having recruited us as their retained 24/7 crisis communications support, this client doubled down on their commitment with annual training for the whole team.

Crisis communications and reputation management is not just a comms job and if you haven’t had a crisis recently it’s easy to forget the important stuff.

Regularly involving other colleagues creates business-wide awareness so that:
• more people are alert to potential issues
• feel comfortable raising concerns if a crisis happens
• they are equipped and confident to support the response

Abby & Jess Mangold in the Netherlands

Main photo Joshua Kettle on Unsplash

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The rain actually stopped!

Rain stopped play at Alexandra Palace and Park

We had a great day working with the team at Alexandra Palace and Park.

So lucky to have the chance to be in such an iconic British building, steeped in so much history.

Abby and Jess Mangold at Alexandra Palace and Park

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Crisis don’t come out of nowhere

Slow Burn

Most of the crisis we manage are “slow burn”.

– They’re the issue ignored
– The complaint overlooked
– The employee concerns dismissed

So what should you be doing when you hear about an issue?

1. Do the groundwork, gather intel, fact check, craft key messages
2. Get into the detail, define the comms strategy
3. Anticipate it going live, plan for the ‘day in court’, prep those involved

Remember “slow burn” = prep time. Use it wisely.

Photo by Sebastian Pociecha on Unsplash

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Media training unfairly gets a bad rep

Tony Blair and Jess Mangold

Media training unfairly gets a bad rep.

Why?

Because of the reputation of trainers who choose intimidation and aggressive tactics leaving leaders scared to speak.

Actually with this approach, everyone loses:

– the public who rightly expect to hear from those responsible when something goes wrong
– the comms team
– the spokespeople themselves

Our media training is supportive and empowering, it’s not always an easy ride but it will give you confidence.
And we do it like this because we know exactly what it’s like to be on both sides of the microphone.

Like Jess Mangold here, interviewing then Prime Minister, Tony Blair.

If speaking to a journalist feels daunting, you’re not prepared. Let’s change that.

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A critical friend

Critical Friend

A critical friend.

It’s the kind of friend, colleague and advisor I like to be.

It’s a balancing act advising CEOs when their business is under attack. Don’t say enough and you’re not worth the investment, push too hard and you can be seen as well….pushy.

So for me and Mangold Consultancy being a critical friend means being:
● straightforward by giving clear advice
● open and honest, even if it’s hard to hear
● invested in clients and their challenges, until issues are resolved

And when you look at it like that, it mirrors the relationships I have with friends too.

With special thanks to Ayesha Murray for being one of my very special and crucial critical friends.

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What we can all learn from tabloid journalists…

What we can learn from tabloid journalists

When I listen to tabloid journalists talk about their trade, it is clear how well they know their reader. Their instinct first and last is to ask questions and write articles that matter to their audience and are worth taking their precious time to read.

Understanding who you are writing for is rule number one, whether it is a front page splash or an open letter to customers apologising for a product failure.

In a crisis there are so many people you need to communicate with; employees, customers, suppliers, unions, partners, regulators, the media to name just a few.

The key is to keep the essence of the message the same but adapt it depending on the audience.

Let me give you an example:

You’ve had to recall your best selling product because some people say it doesn’t work. Your media statement and social posts will contain the same information but the tone they’re written in will be very different. There should be no hint of “corporate” when posting on social media so you need to work with the social team to get the tone the same as all the usual posts, whilst maintaining the overall message you are communicating to the media and others.

The key, particularly in crisis comms, is to assume everything you write will end up in the hands of the media or others who may want to scrutinise it, so consistency is everything. And you need to treat each stakeholder individually, understanding their needs, expectations and mind set and how you want them to feel before you start to explain to them what’s going on.

As with so much of our work at Mangold Consultancy there is loads of cross over between the skills we developed as journalists and those we now use in communications.

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What the **** is crisis communications and does your business need it?

Storm

A crisis can strike any business at any time.

Whether it’s a PR mishap, a data breach, or an operational failure, how you
handle the situation can make or break your reputation and have a dramatic
financial impact.

That’s where crisis communications come into play.

It involves preparing for and responding to unexpected events that could harm your organisation’s reputation. It’s about delivering clear, consistent and timely messages to everyone you need to talk to from employees to customers to the public.

But do you really need it?
● Is your business really likely to face a crisis?
● Will it even get media/social attention?

I say, yes. Every business needs to prepare for a crisis.

Here’s how it will help:
● Protect your reputation: a well-managed crisis can defend and even enhance your brand’s reputation.
● Maintain trust: keeping people informed shows transparency and builds trust.
● Minimise impact: quick, strategic responses can mitigate the negative effects of a crisis.
● Ensure continuity: effective communication helps maintain business operations and morale during turbulent times.

In uncertain times, having a solid crisis communications plan isn’t just an option – it’s a necessity.

Is your business prepared to handle the unexpected?

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What I learned from Anne Robinson…

Anne Robinson

I worked with Annie Robinson from the late 90s, initially as a researcher at BBC Watchdog.

What you see with Annie, is what you get in real life. She is tough and a class act. She knows what she wants and what she doesn’t want and it’s that approach which brought her success, originally on Fleet Street (at the time a heavily male dominated world) and latterly on BBC TV.

She’s well known for her sharp wit on The Weakest Link, turning every contestant to jelly but that was nothing compared to her legendary performances on BBC Watchdog.

In every interview, she manifested the ‘killer opening question’, and I learned so much from those on camera grillings. Particularly since I sat in the chair opposite her during programme dress rehearsals, assuming the role of the company spokesperson.

During live transmission, I watched as nervous leaders tried, and often failed, to hold the corporate line.

So now I media train people to assume the unexpected from the moment they walk into the studio, or even before – remember the series The Thick of It and Nicola Murray’s faux pas as she left the national newspaper interview?!

It’s true that interview styles and approaches have changed but I wouldn’t be doing my job with clients if I didn’t channel a little of my inner Anne Robinson.

What are your favourite interview moments?

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What do we really offer?

Mangold Team Meeting

What do we actually offer?

That’s a big question that we explore often: what makes us and the business, Mangold Consultancy, different to any other crisis comms and media training consultancy?

We have many USPs but the two main ones are that we’re journalist-led and insight-driven.

Let me explain.

Journalist-led:

– With over 25 years of experience in journalism (BBC, national newspapers and regional media), social media, politics and communications, we provide unique insights into how the media works.

– We can identify and anticipate solutions to potential issues before they arise and bring a cynical journalist’s perspective to our work, always questioning communications to ensure credibility.

Insight-driven:

– Over the last decade, we’ve honed our approach based on client needs and the ever-evolving social and media landscape.

– Senior leaders find peace of mind knowing that we have faced challenging situations as both journalists and communications specialists.

– Our experience and resilience allow us to ask the tough questions necessary for complete crisis preparedness and management.

Why does this matter?
It’s a fact that no organisation is too big to get it wrong. Many of the largest ones miss the most obvious issues. Near misses and tragedies often stem from a weak culture or lack of prep.

That is why we put our all into preparation, covering every scenario to ensure our clients feel fully equipped and ready for any situation.

At Mangold Consultancy, we’re passionate about helping organisations communicate effectively and manage their reputations. Our insight-driven, journalist-led approach ensures our clients are always prepared, credible and resilient.

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What David Frost taught me

David Frost

I’ve honed my craft working with and listening to journalists.

My most valued moments? One of them has to be working with David Frost on Breakfast With Frost.

His mantra was to ‘Make Every Word Count’.

New to BBC TV in 1997 with very little experience, I was fortunate to learn so much by being in the presence of this TV giant.
As a programme runner I got to watch him reviewing every script, red penning superfluous words. It is forever burnt into my memory.

And today preparing communications in a crisis, I remind myself to ‘be more David’ and chuck out every syllable that doesn’t reinforce what needs saying.

Where do you need to “be more David”?

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Journalism runs in our blood

Abby Mangold and Jess Mangold in meeting

Quite an odd statement to make but with all the experience I had during 15 years at the BBC and my time since then working on the other side of the media in crisis comms – I eat, sleep and breathe interviews.

My sister, Jess Mangold, is the same after years as a print journo. We’re both voracious consumers of news, media and social content.

And of course it helps growing up with a Dad in the business, where dinners are filled with ferocious debate about current affairs.

Listening to big interviews constantly, across a range of formats and setups, we digest and analyse content and ask did that work? What went wrong? Why did they approach the interview that way?

Take the infamous example of BBC Newsnight, Emily Maitlis and Prince Andrew. The work put into that – the preparation by the team including the fabulous Sam McAlister, meticulously researching and investigating – made for a jaw dropping interview. It’s not about attacking the interviewee as some have done in the past, it’s all about the preparation.

I approach every challenge from the perspective of a journalist and that’s how I deliver for my clients.

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Counting the cost of a reputational hit

Ups and downs of reputational management

Building a company’s reputation is a long-term investment which takes years of consistent effort, trust-building, and strategic communication. But the destruction of reputation happens in a matter of moments. We thought we’d take a closer look at how investment in crisis communications and risk preparation reduces the impact of a reputational hit.

Building a reputation: The value of long-term effort

1. Consistency and Trust:
– Years of reliable performance, transparency, and delivering on promises

2. Quality and Excellence:
– Continuous provision of high-quality products or services and maintaining high standards

3. Positive Relationships:
– Nurturing relationships with customers, employees, and the wider community

4. Strategic Communication:
– Regular, strategic engagement and storytelling to highlight successes and values

5. Resilience and Adaptability:
– Demonstrating strength in handling challenges and adapting to changes

According to research from Pentland Analytics (pdf), companies recover from share-price losses faster when senior management communicates with stakeholders swiftly and launches an active program of social responsibility that directly addresses the damage associated with the crisis.

20% improvement in market value 30% Loss in market value

Don’t waste years of hard work. Prioritise proactive reputation management and effective crisis communication to protect your brand integrity.

To help you we’ve created a tool to discover how safe your company’s reputation really is. Think of it as the first step of a Reputation Audit.

To take a look, please visit our Reputational Audit page.