Crisis Management
Few things test the mettle of an organization and its leaders, and sometimes its very future, as a crisis that is played out in the news media. Years of good work, planning, growth and a secure position in the marketplace can be undone in the fall-out from a crisis. They don’t have to be.
Through proper planning and adhering to a few common-sense principles – like telling the truth and doing the right thing – an organization can preserve its reputation and move forward with minimal harm despite the worst media allegations.
It can be gut-wrenching. An accident causes the death of an innocent young boy. One of your senior executives gets caught in a prostitution sweep. A trusted counselor is accused of sexually molesting children. Company officers are arrested for securities violations or embezzlement. Your products are suspected of causing customers’ harm or death. The list is as long as the types of industries and their people.
While it is impossible to predict all possible crises, it is possible to plan for the majority of them, from natural disasters to faulty products or practices to environmental issues to willful misconduct.
How an organization handles a crisis is just as important as whether the organization is to blame for the crisis that occurs. Everybody makes mistakes at one time or another, so if the crisis is triggered by unintentional human error, an organization’s sincere efforts to remedy the problem will earn it respect.
During a crisis, pro-active and effective communication is especially important to avoid unnecessary confusion, prevent the release of erroneous or potentially harmful information, preclude any perception of incompetence, poor management or insensitivity, and to portray an image of responsiveness and cooperation.
There is more than a need to feed information to the news media. There is a need to react responsibly and quickly, for the sake of the people involved, their families and the company’s image. Each type of crisis will dictate a different set of actions, as will specifics of the situation. However, there are certain key elements that form the basis for a public relations reaction plan.
Essential to dealing successfully with a crisis is to establish credibility. During crises, one of the main objectives is to maintain cordial, open relationships with reporters and provide as much accurate information as can be made available. To do this without creating enmity or suspicion at times when information is not fully available, is an art.
Always tell the truth. You don’t have to answer every question asked by the press in the way they were asked. But lying will get you into even more trouble. As Presidents Nixon and Clinton found out, people react to a cover-up far worse than to an initial misdeed.
Crisis Do’s and Don’ts
• Learn the facts. Never speculate on the cause of the problem. You may regret your hypothetical ramblings later.
• Deal with reporters and editors in a professional, mutually trustworthy manner.
• Know the media.
• Take control of the information flow.
• When you don’t have the answer, say so.
• Know your publics or audiences and communicate with all of them in a timely manner.
• Understand your message and goals.
• Remain levelheaded. Demonstrate grace under pressure.
• Be sincere and empathetic.
• Speak on the record.
• Consult your attorneys on the legal ramifications of any public announcements, but don’t let fear rule the day.
Plan Ahead
The best way to deal with a crisis is to plan ahead. Know what types of crisis you may face. Check and double check your operational plans. Plot out ahead of time for all the audiences you will need to reach – the news media, employees and families, customers, police and other authorities, regulators and others you deal with. Keep current lists of phone numbers, emails, fax numbers you will need. Designate who is going to deal with each public. Establish lines of communication and authority. Update this regularly.
In short, approach crisis planning as any other key element of your business. The Boy Scouts have it right: Be Prepared.
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Ray Casas is a principal at Wragg & Casas Public Relations, Florida’s largest independent public relations firm. He created the crisis communications plans and dealt with crisis issues for numerous clients, including clergy, restaurants and food producers, airlines and airline service companies, banks, hospitals, law firms and accounting firms, among others. He is a member of the Counselors’ Academy of PRSA.
