• Crises happen explosively but resolve incrementally
  
• Crisis management success depends on prompt recognition of the reasons the crisis happened in the first place
  
• It is critical to have the top official or someone at the top who the official trusts involved
  

Where is your crisis plan?
Responding to a crisis instead of preventing it can be costly and is not an acceptable communications strategy.
Even very large corporations don't always have a crisis preparedness plan in place. A number of years ago, we determined that of the Fortune 500, only about 20 percent had an excellent program in place, one that had been rehearsed and tested. So if you have a crisis plan that has been collecting dust, now is the time to drag it out and review, as well as update it, especially with the focus on the growing threat that terrorists will target the chemical industry.

While chemical companies generally prepare for the unexpected, many companies, large and small, may not be prepared for crises of their own. Toxic gas release isn't the only thing that can cause bad publicity and disrupt business. Events such as sexual harassment accusations, worker injuries or death, fires, shootings, disgruntled employees, inclement weather, computer or power failures and lawsuits can do just as much damage if not handled properly. No matter what a company does to prevent possibly embarrassing or dangerous problems, sometimes they happen. To that end it is critical that those in charge evaluate the exposure, take steps to remedy it and be prepared to handle a crisis.

The first step is a vulnerability survey. Also called a crisis vulnerability audit, it calls for evaluating existing procedures for public disclosure and recommending improvements by reviewing manuals, addressing potential problems and preparing a written assessment, along with a plan of action.

Next it is critical to hold a full or half-day crisis preparedness seminar, which typically includes a discussion of potential crises, case studies, breakout sessions and role play. Guest speakers from the press can stir up great debate about procedural issues for management. Drawing on outside resources such as a public relations professional, local media, a contingency planner and an attorney familiar with crisis issues, will add value to the discussion.

We also recommend creating a short educational video for your staff covering common procedures in your company that can lead to a crisis and how to avoid them. A video is ideal because it provides a consistent message to both long time and new employees. Make sure that it is bi-lingual.

A top-notch crisis management manual includes:

• An assessment of the risks faced by the company
• A checklist of actions to take in the event of an emergency
  
• Assignments (such assignments should have at least three people assigned to them whenever possible, in order to insure that one always is available)
  
• A blueprint for those tasked with gathering, preparing and disseminating information to employees and the public
  
• Identification and contact information for key emergency response organizations - fire, police, ambulance
  
• A list of essential audiences to inform (this includes reporters, legal, executives, government, etc.)
  
• A plan for monitoring news reports - keeping the radio and TV on, reading the newspaper(s), and hiring a video and print/Internet clipping service - as well as the concerns of employees, the general public and others.
  
  

Handling A Crisis

The scenario: A disgruntled employee shoots a co-worker at one of your company's facilities. Needless to say, all work at the plant stops after the victim dies. The police are everywhere and reporters are clamoring for answers. Now what?

A member of the senior staff, identified as the one responsible for coordinating communications at the facility, must immediately notify everyone who should be involved, activating the crisis management plan. Don't wait until morning. It's crucial that this be done right away.

This person, and only he or she, will be responsible for the dissemination of any information regarding the situation, regardless of the nature or complexity.

Evaluating the Incident

The communications coordinator will contact appropriate individual employees and key audiences to determine the next steps.

If appropriate, state and federal agencies should be notified at this point, if they were not already involved. A policy of full and complete disclosure of facts, not speculation, relating to the incident is best. The credibility of these agencies in presenting positive information regarding your company is essential in maintaining public confidence.

The emergency communications coordinator may contact public relations professionals for advice about the proper response. The crisis coordinator should have the home phone numbers of public relations representatives and should be able to reach them at any time.

Implement Internal Response

Employees, vendors, family members and other audiences need to be "hand held" during the crisis. Let them know that everything possible is being done to remedy the situation in the quickest possible manner. The communications coordinator should be keeping a log of events, actions, times and phone inquiries. This system will help document who has what information.

The crisis coordinator will establish contact with appropriate key internal personnel to alert them to the situation, brief them on existing information and assure them they will be contacted immediately as more details are learned. They then start the internal communication process so that employees are kept informed. They will need to be assured that everything is being done to get the facts and that this information is being communicated to the appropriate authorities.

Working with the media is probably one of the most daunting aspects of working through a crisis.

Remember, a media-intensive case can occur anywhere. Keep this in mind:

• Stonewalling and “no comment” do not work
  
• Lack of engagement is passivity which invites “media frenzy”
  

You can be overwhelmed, discredited or demoralized if you do not have a crisis plan to handle the media

Your goals are to:

• Satisfy public's right-to-know without compromising the victim's rights
  
• Alleviate media overload with printed statements as handouts
  
• Make it clear to staff members that they are not to talk to the press - have strict rules - make it known that they will be terminated if they do not comply
• Work closely with legal counsel
  

Media relations actions to take:

• Create and/or update media database (better to have it ready before
  you need it)
  
• Draft a short press statement (two or three lines is sufficient)
  
• Distribute the statement in a timely manner to reporters
  
• Field media inquiries quickly
  
• Talk and meet one-on-one with local press via a press briefing
  
• Work hand in hand with legal counsel
  

Do not invite reporters in to your company, but do not ignore them or kick them off the premises either:

• Set up a pressroom as far from the crime scene as possible (or if there is no crime, as far from the executive offices as possible)
  
• Provide food and beverages, phones and pens/paper
  
• Offer press kits with background information on the company
  
• Gather names, phones, emails and affiliations for inclusion in your database following the crisis
  
• Give brief updates each hour on the hour even if you have nothing new to say. Reporters, in general, will be cooperative if they know that there is something, even as bland as, “We are still waiting for confirmation on the cause of death,” that they can report to their bosses or use in a story
  

Your expected results?

• Media inquiries redirected to a PR team or consultant relieves managers and staff
  
• Media are assured of receiving latest and most complete information, and generally stop bugging you
  
• Keep press briefings focused and informative
  
• The result will be improved coordination between media, PR, legal and the supervisors. This can result in a more balanced story.
  In today's world with so many people and so little time, tempers are short, accidents happen and crises can happen anywhere. Advanced preparation can make the difference between a good outcome and a disastrous one.
  
  

Susan M. Tellem, APR, is president & CEO of Tellem Worldwide, Inc. (www.tellem.com), Los Angeles, Calif. She has headed the crisis team at a number of large and small public relations agencies throughout the country. Her clients have included entertainment, food, pharmaceutical, energy and environmental companies, as well as governmental organizations.