by Kristin Helvey

s a communications consultant, my scope of work includes assisting clients in times of crisis. No one really likes dealing with crisis. By definition, crises are difficult and tumultuous. Unfortunately, if you’re in business long enough, experiencing a crisis of some kind is inevitable.

Crises take many forms. Some are obvious, such as large-scale disasters or mass-casualty tragedies. Some crises don’t endanger human lives but threaten a company’s survival by breaking down reputation, credibility and people’s trust, i.e. scandals, public embarrassment or criminal acts.

Assisting in areas of crisis throughout the years, I’ve found no two to be exactly alike. However, outcomes are always better when a company commits to three things:

• Respond quickly
• Practice due diligence
• Communicate honestly

This isn’t always easy, especially when circumstances are stressful and ever-changing. Many leaders are eager to embrace one or two of these elements but fall short on the third. I’ve had sticky conversations with leaders who were nervous or unsure about facing their situations head on. As strategic counsel, it’s my role to show how success is compromised by leaving out any one of the three components.

Success is elevated when all three components are present in a company’s crisis response, layered and working together. This concept never proved more critical than when I worked with a tutoring company a few years ago. This case remains one of the most challenging situations I have ever faced. It’s also one of my most valued career experiences. It perfectly illustrates how effective communication helps an organization, not only to survive but to thrive, in the midst of potentially damning circumstances. It demonstrates the benefits of committing to timely, thorough and transparent communication—even when it’s difficult.

Whatever the crisis, a commitment to right action is critical.

What Happened

It was a cold day in December when I got a call from the tutoring company’s CEO. He had just been made aware that a longtime employee was under investigation for possession of child pornography. The CEO knew this could go south quickly, and that effective communication would play an important role in situation management.

At this point, the employee had not been arrested. The police department was building its case, which meant ongoing discovery of new facts. The original investigation was for possession of child pornography. It was soon revealed that charges could also include sexual abuse of a minor for a relationship the employee may have had with the student.

The circumstances were devastating. It would be imperative that employees, clients and partners learned of the situation directly from the company CEO. As a mother, I found this case particularly bothersome, at times gut-wrenching, but emotions needed to remain in check in order to be ready to begin outreach the moment clearance was received.

Designing the Approach

The goal was to deliver clear, consistent communications that would maintain employee and partner confidence in the company and preserve client trust. This incident would trigger a review of the company’s largest contract with the school district. Because this contract was the company’s lifeblood, our first objective was preservation of the contract.

Equally lofty was the second objective, to retain all current clients. The CEO had built this company from the ground up, and his clients were the heart and soul of his efforts.

Things were moving quickly, so the plan was broken into communication phases:

1. Before the arrest was made
2. Immediately after the arrest
3. After the dust settled

Key audiences were identified with appropriate connection strategies, and messages and outreach channels were defined.

What Do We Say?

A message like this is never easy to deliver, but there was no oxygen for falling into the temptation to skirt or spin the issue. A direct approach and, most importantly, transparency, were critical for quickly getting our messages to key audiences. A good checks-and-balances practice for me was to put myself in the parents’ shoes. What would I want to know?

• What happened
• How the issue was being addressed
• A defined path forward

We emphasized the company’s history of quality service and genuine commitment to its students. Finally, we wanted people to see the heart of the company. Leaders and staff were deeply troubled by the circumstances and felt the devastating impact of the ordeal along with clients and partners.

Tools and Tactics

In the face of high emotions and quickly changing details, it was important to ensure everyone received accurate and timely information. A letter and call script were prepared for the CEO and adapted for parents and partners. A statement was placed on the homepage of the company’s website with a coordinated message on its Facebook and Twitter accounts that linked back to the homepage. Media statements were prepared and updated for the various points in the case. In-person meetings were scheduled with the school board, high school principals and counselors once the dust settled.

Internal tools also helped to manage efforts. These included FAQs, a message quadrant to keep track of changing facts and a “playbook” with the most up-to-date content for easy access.

Adapt and Adjust

Even with detailed preparation, curveballs came into the mix, as is often the case during a crisis. Because of the nature of the issue, it was a given that the police department would distribute its own material. The unexpected was having only 15 minutes notice before the police department released its statement. It was necessary to quickly adapt, reprioritize our call list and tweak the written correspondence alerting people as to what happened and to expect a call from the company shortly.

Results and Outcomes

Not only were zero clients lost as a result of this incident, but the company achieved six straight record-breaking months as measured by both customer acquisition and total revenue. All contracts, including the school district contract, were retained, and the CEO received numerous comments from high-ranking school officials in appreciation of his communication. Partner engagement, as measured by the number of practice SAT/ACT events held at high schools, was higher in the spring following the incident than in the previous year. Partner meetings to debrief the incident were also well received.

Takeaways

Whatever the crisis, a commitment to right action is critical. It’s tempting to put your head in the sand until the storm passes. Don’t. Always be Timely, Transparent and Thorough. Here are a few takeaways to help you and your company live by “The Triple T” principle when the going gets tough:
 

1. Get organized.
   When the situation feels big and is moving fast, break it down into manageable, well-focused pieces.
2. Segment stakeholders.
   Who does this affect? Who will help or hurt your efforts? Don’t forget your employees!
3. Assess the perimeter.
   Ask thorough, tough questions early to minimize surprises later.
4. Think ahead.
   Think what every action might look like tomorrow, next week and next month. Think about how your audiences could react to whatever is happening, identify potential questions and concerns, and create your responses in advance. Anticipating potential outcomes helps prepare for unintended consequences.
5. Build partnerships.
   Or at least establish connections where possible and appropriate.
6. Be accessible.
   Don’t hide. Be available.
7. Find the tools you need.
   Emotions and changing circumstances can be tough to manage in your head. Find tools that work for you and your organization, and use them to keep team members on the same page.