(DGIwire) — One of the most difficult things for a business owner to accurately gauge within his or her own company is also one of the most important: morale. When it’s good, it’s good but when it’s bad…let’s just say you want to work on getting things good quickly.

The reason it can be so hard to gauge morale issues is because often times employees won’t share their thoughts with their employers for fear of falling in their bad graces.

The conundrum is easy to understand according to Dian Griesel, Ph.D., a 20+ year market- messaging, PR and social media expert who is also founder and president of Dian Griesel Int’l. “No employee wants to be the bearer of bad news or be viewed as a whiner or complainer. Most want to be seen as team players. But if someone is unhappy, resentment builds which certainly isn’t good.”

“Every wise boss is open to critique that includes a thoughtful suggestion for change,” she
says. “Most employers are aware of problems, so it’s accurate that they don’t want to listen to whining because they are busy. Still, leaders rely on those around them to present their
opinions along with proposed solutions. So opinions—even negative ones—offered with a plan for changing the status quo, are usually very carefully considered by smart managers.”

Want to keep improving your company’s morale? Wise managers carefully consider the following actions.

(DGIwire)  “Crisis” is not a word to be tossed around lightly. It has become synonymous with “disaster,” “catastrophe,” and “emergency.”  But “crisis” actually comes from the Greek, krísis, which means “decision, choice, election, or judgment.” In other words, a crisis should ideally be viewed as an opportunity to make effective changes moving forward. The reality is that whether you’re a small business owner, CEO of a large company or somewhere in-between, some “tricky situations” can become a crisis.  The trick is to not wait around, worrying, but rather have a plan in place for such an event so that when a problem does occur, you’re ready to face it head-on, and possibly come out even better for the way you handle  it.

Today corporations, non-profit organizations, and leaders themselves face a new challenge – online criticism. In this Internet age, anyone with a keyboard has the power to comment, criticize, and even attempt to undermine your company’s reputation.  As tempting as it might be to respond to these criticisms it is best to either ignore them or leave it up to someone with extensive media training.

For tips on how to prepare for a crisis before it occurs, look to Dian Griesel, Ph.D.    Having guided all sorts of companies, funds, not-for-profits and individuals over the past 25 years, Dian knows the ins and outs of dealing with crises.  She offers these sage suggestions:

• Be Aware of What a “Crisis” Would Mean For Your Company. Is it poor financial performance or product liabilities/recalls? Accidents and/or environmental problems? Perhaps it’s about responding to dissatisfaction by employees, shareholders, and consumers. Pick the one that would most likely occur, and focus on creating a plan.
• Have a Plan of Action Before the Crisis Happens. Create a notification process for your internal communications systems, be conscious of media cycles, and make sure your legal and communications people talk regularly about vulnerable issues so that no one is caught off-guard.
• Maintain Credibility by Highlighting Key Issues. Don’t attempt to hide your bad news in the body of a press release. If you are not completely transparent with your investors, your customers, and the media, it’s going to become immediately apparent, and make you look worse for trying to avoid the issue.
• Admit Your Mistakes. Mistakes make us human. If you cannot admit to a misstep, no matter how big or small, it will likely alienate the people who you want and need on your side.
• Avoid a “fortress” mentality when dealing with the media. If you treat the media as an enemy and build a figurative wall around yourself or your company, people will assume you are preparing for a battle. If you do build walls to keep the media out, don’t be surprised when they finally break through – and they always break through.

“No matter what challenges you and your company face, approach these from a positive place, be responsive in a timely fashion, acknowledge any mistakes you may have made, and explain how you will correct them,” says Griesel.    “This can determine how able you will be to move forward confidently and successfully, retaining the loyalty of your client or customer base and enhancing your reputation as a company built on a foundation of integrity.”

(DGIwire) — In the fairy tale Pinocchio, the wooden boy’s nose grew whenever he told a lie, and until he learned to tell the truth, he could not become human. This feature of the beloved tale has been used for decades to teach children a useful lesson about lying. However, if this happened to us in real life every time we told the slightest lie, we’d all be walking around with Pinocchio noses. Telling white lies can be a means of courtesy. If your spouse gets a haircut that they love and you hate, it might be a good idea to simply say it looks good; and there is only one answer to “Do I look fat?” However, in a high-stakes business environment, even the smallest white lie can undermine credibility.

Fortunately for consumers and investors, there’s no need for a growing nose. The Internet pulls back the curtains on just about everything. There are few places to hide the truth, which will eventually come out—especially for those who hold a prominent position in a publicly traded company.

Today getting “exposed” voluntarily or by force is common. Few who attack seem to consider, or care, whether their accusations are wholly accurate or not. The damage is done and reactions are swift–delivered through the new court of public opinion, also know as the Internet. Stakeholders—whether partners, customers, shareholders or investors feel betrayed. People start to wonder: what other non-truths could he be hiding?

For companies that are just beginning to make a name for themselves in the public eye, or for established companies wishing to repair their reputations, Dian Griesel, Ph.D., the author of the book FUNDaMentals and the soon to be released ENGAGE: Smart Ideas to Get More Media Coverage, Build Your Influence, & Grow Your Business, who is also President of Dian Griesel International, an award-winning media relations and news placement agency based in New York City, offers sage advice:

Establish the message. Before putting out a press release or giving a presentation at a meeting or conference, identify the single most important message the audience should to take away. This will provide a solid framework to build a media platform.

Emphasize the unique. The most successful companies are those that understand their corporate mission and never stray from their core objectives.

Don’t underestimate the importance of media training. This can make a major difference in how an executive is perceived by the media, at industry events and shareholder meetings, and anywhere they are representing their company. Body language, tone of voice and facial expressions can make all the difference between seeming trustworthy and having investors pass on a pitch.

Be proactive and forthright. The media add hype, exaggerate or twist a story. But if the facts have been presented accurately, there is nothing to worry about.

Answer the “Why?” It’s not enough to simply put a product or service out there. Shareholders and potential consumers will need a reason to buy what’s being sold.

“Honesty and transparency are fundamental to success,” says Dian. “This is especially important for publicly traded companies. Investors, consumers and the media can easily access corporate documents and financial filings on the Internet. If an executive and their company are as transparent as possible, they’ll be on their way to establishing a solid rapport with the public.”