• Don’t let it get that far. If someone is taking issue with a policy or practice at your institution, don’t let that concern go unresolved. Make every effort to rectify the situation before it escalates into a potential media crisis.
• Capitalize on positive publicity. The more positive images the public has of your organization, the better it is able to counteract any negative press you may receive later on. If they’ve never heard of your organization before the crisis, all they’ll remember is the scandal. Confidence will suffer. Make sure your organization has a public relations plan that helps it maximize your positive aspects. In the event of a crisis, search for any good news that may provide a counterbalance: a hero, rescuer, or someone who acted quickly to alleviate the crisis. Make sure to relay this good news to media sources.
• Be prepared to illustrate your expertise. You have to have ammunition to launch a counterattack. One particularly valuable resource is prerecorded broadcast footage that emphasizes your organization’s skill level in areas subject to future scrutiny. A videotape, for example, that shows employees going through the numerous steps involved in registering newborns would be of great value in dispelling the presumed carelessness of your institution should a mix-up occur later on. There are even companies that can automatically transmit those tapes by satellite, line feed, or tape, should the need arise.
• Identify a crisis team in advance. When a crisis hits, your organization needs to be responsive to the media sooner than later. Those who should be included on your core crisis management team include representatives from administration, public relations, human resources, security, and legal. Depending upon the nature of the crisis, other individuals may be added as ad hoc members of the team. Make sure team members have the home telephone, cell phone, and beeper numbers of one another for speedy communication, as well as e-mail addresses.
• Train your team members. Ideally, all members of your crisis management team should receive formal media training. If that’s not feasible, make sure your spokesperson receives this training. Be certain team members and/or spokespeople are able to rehearse roles and reponses, too. To identify potential vendors for media training, log on to the Internet and conduct a search using the key words “media” and “training.”

When a Crisis Occurs

• Assemble your crisis team. The person who first identifies the crisis is the one who should gather the team members. Make sure a staff member is assigned to take minutes at any and all meetings that may result.
• Gather the facts. This step should be accomplished quickly, yet thoroughly. Once this is completed, examine the impact of the issue, determine what action should be taken and by whom, and schedule subsequent meetings for follow-up.
• Determine who needs to know and in what order. Depending upon the crisis, there are particular audiences that should be informed of the issue before they learn about it on the news. Consider board members, community officials, family members, employees, and medical staff members when planning the release of information.
• Prepare a position paper. After meeting, the crisis team should write a position paper that describes the situation at hand and offers a balanced perspective of the issue. It should also summarize your organization’s actions to date and elaborate on actions yet to be taken. Also, provide a timeline at which point the media can expect future updates.
• Take advantage of technology. Consider adding a page to your organization’s website dedicated to information about the crisis. This page would contain all pertinent information and would be updated regularly so the media and the public could access this information online. Make sure your organization’s voicemail refers callers to this website, too.
• Never, never say “no comment.” When a spokesperson says “no comment,” what he or she is really doing is actively acknowledging that he or she is on the defense and opening up the organization to speculation and rumor. Rather, take control by acknowledging the crisis while ensuring the news media that management is aware and actively involved in plans for resolution. A short briefing is better than no briefing at all. Let them know when you expect to have more details to share with them.
• Tell them when it’s over. Once the crisis has abated, make sure you let your media contacts and the public know that it’s over and that your organization’s operations are back to normal.