Gregg Shields has faced The New York Times, CBS News, the Wall Street Journal and the largest national and international media outlets on behalf of his clients.
When the need arises, he has taken a behind the scenes role, advising and coaching senior management about public relations strategy and key messaging.
Chuck E. Cheese's
"Where a Kid Can Be a Kid” is Chuck E. Cheese’s motto, its mantra and its goal. Providing wholesome family entertainment and good food is a unique combination, and nobody else has been able to capture the same magic in a bottle. But with more than 500 restaurants in the U.S. and Canada, sometimes adults get in the way of kids and families having good clean fun.
Gregg Shields has been able to help Chuck E. Cheese’s develop key messaging. The messages might be used online or in call-centers to respond to customers, handling the tough questions when accidents or incidents take place, or when Chuck E. Cheese’s are dealing with city councils or community groups.
Gregg’s key messaging guidance has helped Chuck E. Cheese’s make “Where a Kid Can Be a Kid” more than just a motto.
"Be Prepared" is More than a Slogan
Gregg directed the Crisis Communications practice at the Edelman Southwest office in Dallas from 1996 to 2008, serving clients on a wide variety of issues.
Serving as the national spokesman for the Boy Scouts of America, Gregg addressed some of the toughest situations in the history of the BSA. In 2008, the BSA drove a recall of millions of Scout badges tainted with lead paint. Gregg stood and delivered the news to the Washington Times and FOX.
The 2005 National Jamboree was marked by four fatalities and hundreds
fell ill from the effects of the heat. Gregg delivered the Scouts' news with compassion and sincerity to the families and the public through the Los Angeles Times, CBS News and hundreds of other media.
The 2005 National Jamboree was marked by four fatalities and hundreds
fell ill from the effects of the heat. Gregg delivered the Scouts' news with compassion and sincerity to the families and the public through the Los Angeles Times, CBS News and hundreds of other media.
Gregg stood up to The New York Times and dozens of other media when a leading Scout official was arrested for dealing in child pornography. When the Supreme Court ruled on BSA's membership standards The Los Angeles Times, and dozens of others turned to Gregg for the Scouts' position. Gregg handled 1,500 media inquiries that year.
TROUBLE IN TIRE TOWN
General Tire faced a serious problem in Odessa, Texas.
African-American neighbors of the company’s plant charged them with “Environmental Racism.” Regulators sued the plant in what amounted to a political imbroglio. Worst of all, the company’s public support was faltering, and nobody’s health was at stake.
“The General” called Gregg.
Gregg quickly set up a Town Hall meeting between company leaders and neighbors to air the grievances, and set about building a better relationship. He created a Community Advisory Panel to strengthen relationships with grassroots community leaders like the African American Chamber of Commerce, LULAC, neighboring plant operators, union and religious leaders.
General Tire even started publishing its own community newsletter, created a “Hot Line” to monitor community complaints and criticisms, and took Gregg’s advice to increase participation in the community schools and recreation activities.
Meanwhile, Gregg developed a media relations campaign, and coached the plant’s general manager on message development and media relations. The results began to bear fruit.
The litigation was resolved. The company worked with the city and other local companies toward a better way to handle waste water, and community support increased, as evidence by the almost total cessation of calls to the Hot Line and a vote by the city council.
African-American neighbors of the company’s plant charged them with “Environmental Racism.” Regulators sued the plant in what amounted to a political imbroglio. Worst of all, the company’s public support was faltering, and nobody’s health was at stake.
“The General” called Gregg.
Gregg quickly set up a Town Hall meeting between company leaders and neighbors to air the grievances, and set about building a better relationship. He created a Community Advisory Panel to strengthen relationships with grassroots community leaders like the African American Chamber of Commerce, LULAC, neighboring plant operators, union and religious leaders.
General Tire even started publishing its own community newsletter, created a “Hot Line” to monitor community complaints and criticisms, and took Gregg’s advice to increase participation in the community schools and recreation activities.
Meanwhile, Gregg developed a media relations campaign, and coached the plant’s general manager on message development and media relations. The results began to bear fruit.
The litigation was resolved. The company worked with the city and other local companies toward a better way to handle waste water, and community support increased, as evidence by the almost total cessation of calls to the Hot Line and a vote by the city council.
These are just a few of the situations Gregg has faced; get his counsel on how you can handle tomorrow's tough issues.
Tomorrow is coming, are you prepared today?
