Joe Diorio is the author of the new book Crisis Communications and the Art of Making Nothing Happen. He also has written the book A Few Words About Words. He lives in Southwest Florida.
Q: What inspired you to write Crisis Communications?
A: My niche is writing about communications skills. I
was working on a new edition of my first book, A Few Words About Words, and was
playing around with the idea of flyspecking copy.
Flyspecking is a term applied when someone takes a
first (or even second, or third, or fourth) draft of something and does a deep
dive into editing and refining it; literally examining and questioning every
word and every piece of punctuation.
While doing that I was thinking about a flyspecking
session I had with a coworker just two days after a mass shooting took place at
the office building where we worked. (And, yes, I was one of the people the
gunman shot at.) This was nearly 43 years ago, and we were making crisis
communications plans and tactics as we went along.
It was the memory of how we didn’t really have a
crisis communications plan that became the genesis of Crisis Communications and
the Art of Making Nothing Happen. I wanted to tell the story of a crisis, how a
plan is made and how it plays out. AND tell the story of what can happen to a
business if it does not have a crisis plan.
What I didn’t want to do was write a “woe is me I was
shot at” story. That isn’t me.
I fictionalized the mass shooting I was in. Partially
because so much time has elapsed, and I didn’t want to unearth bad memories
someone may have and because to tell a story about crisis communications
planning and implementation you have to look at businesses and organizations
today, not ones from 40-plus years ago.
I moved the timeline up to the year before the
COVID-19 pandemic rather than leaving it in the 1980s. That made the story
modern enough to be current but not letting the story angle of a pandemic and
lockdowns become a part of the story.
In the end I produced a book that is useful to public
relations professionals … especially if they are working with clients who are
reluctant to engage in crisis planning. It also is helpful to news
professionals in that it tells you what is going on behind the press
conference.
The title of the book comes from the practice of
public affairs management. It is often said the best public affairs managers
make sure nothing happens. I took that as a part of the title. It’s interesting
how many people who work in public relations and marketing communications
understand the subtle message within the title.
Q: How much was the book based on your own experiences
surviving a shooting?
A: Quite a bit to be honest. I was standing outside of
a coworker’s office when the gunman began his rampage. I heard the gunshots,
but I knew there was construction work underway on the lower floor of the
building and just assumed I was hearing a nail gun.
It was my admin, Audrey, who came running down the
hallway screaming for people to take cover that jarred me into the reality of
the moment. I ducked just before he shot at me. I know because when I returned
to the building the next day, I saw gunshot damage to the wall where I was
standing.
I and several coworkers barricaded ourselves in a
conference room and waited. There was a phone in the conference room and we
eventually worked up the courage to call the police, who advised us to stay
where we were until a S.W.A.T. could come and escort us safely out of the building.
I suspect it is harder to sit quietly in a room in
this age of mobile phones. So in the book I played on fear to keep everyone in
one place and off of their phones, framing the characters as too afraid to use
their smart phones lest the shooter find out where they were.
In my case I remember we didn’t want to use the phone
in the room very often for the same reason. We were convinced the shooter would
see an operator’s console phone somewhere near the room where we hid, then recognize
the number of the phone where we were (it would light up on the console) and
know what office the call was coming from. It’s silly to think back on that
now, but fear can make you do strange things.
And like the characters in the book, I went back to
work after the S.W.A.T. team got me out of there. I teamed up with other IBM
communications professionals. We were mostly preparing for the building to
reopen. We did not consider the tsunami of press inquiries we inevitably
received, prompting IBM’s corporate P.R. offices to create a crisis
communications plan on the fly.
Q: How did you research the book, and what did you
learn that especially surprised you?
A: For starters I went back and talked to people who
were involved – there aren’t many of us left, considering this happened in
1982. I used archive news clips from The New York Times and The Washington Post
to help refresh my own memory.
But to keep the story current I talked to police
officers who offered me a more up-to-date take on how police departments handle
active shooter situations. I also talked to crisis communications consultants
who offered me a wealth of knowledge. Their generosity really helped make the
book a reality.
I also tracked down the one radio reporter who
actually talked via telephone to the shooter. Her recollections were terrific
and led to the creation of a key character in the book, Tara Westover, the
fictional local radio news reporter.
I had to spend a lot of time looking through news
reports, mostly on YouTube, to see how mass shooting events are covered. I
wanted to see what was good and what was not so good about news coverage.
Impressively, I think news organizations – even the smallest ones with very
lean budgets – do an excellent job of reporting a crisis.
I spent a lot of time trying to find the original
criminal complaint against the IBM shooter, but that seems to have been lost to
time.
The timeline of court proceedings does still exist and
I was able to build a logical timeline for my fictional shooter from that,
showing when he was arrested, arraigned in court, when he entered his initial
and final plea (he pleaded guilty).
For me it was making sure a chapter in my life was
truly over.
Q: What do you hope readers take away from your book?
A: The biggest takeaway is that a crisis plan covers
more than what someone says after the crisis happens. It involves what they do.
IBM impressed me with how it handled medical expenses
for employees; it simply paid the bills and didn’t make anyone go through the
hassle of submitting insurance claim forms. The company also spent a fortune
making sure the building was fully repaired and never looked like a shooting
had taken place.
I also created a fictional company – a car dealership
– that did no crisis planning and the business paid the price for that. When I
worked in P.R. I had a client – a coffee filer manufacturer – that tried
ignoring a congressional subpoena and insisted I get them off the hook.
The only reason this company’s president didn’t get
himself arrested is that the congressional hearing – it was supposed to be a
session about potential toxins in bleached paper products – was called off at
the last minute.
Q: What are you working on now?
A: I am working on that new edition of A Few Words
About Words, as well as a science fiction story framed around public relations.
It sounds corny as I write it, but I do like the way the book is coming out.
Again, I’m writing about communication skills. I just look for an entertaining
way to do that.
--Interview with Deborah Kalb. Here's a previous Q&A with Joe Diorio.