7 shootings. 42 deaths. 4 suicides.

In the past 11 months, seven U.S. colleges have fallen victim to gunmen who have opened fire on unexpected and innocent victims.

The result: 42 deaths and four suicides.

In light of the tragic situation at Northern Illinois University, Feb.14, I would like to discuss an important aspect of the public relations communications process: crisis management.

Before I set the pace for crisis management, I would like to extend my heartfelt condolences to the students and faculty who witnessed the frightful event and to those who lost a loved one. I can only imagine what it would be like to be on campus during such a dramatic and chaotic time.

A crisis, such a shooting or natural disaster, can happen anywhere, and at any time, without warning. When a crisis does occur, events unfold quickly, leaving little to no time for planning. While these events are unpredictable, they are not unexpected, as in the NIU case.

 

Many buisnesses and universities turn to PR professionals to help them develop a plan that spells out, in detail, how an organization should respond to a specific crisis.

 

There are five critial steps in developing an effective crisis communication plan. To illustrate these five steps I have outlined NIU’s crisis communication plan.

 

1. Develop a crisis communications plan ahead of time

Prior to the Virginia Tech shooting, NIU had been developing and consistently updating its crisis communication plan.

Five months ago, the first NIU Emergency Guide was distributed throughout the university. The guide covered issues such as, exit strategies, hiding in offices and calling 911.

Separate from the guide, several “predetermined” procedures were in place, such as message alerts to students and faculty and Web site updates, via the Student Newspaper Survival Blog, a companion to the university’s campus newspaper, Northern Star.Within this category, there are four additional areas to be addressed and NIU covered all four.

• Anticipate an effective plan was in place which allowed the university to communicate effectively.

• Developed a response ahead of time and established communication protocols:
  • Emergency Guide
  • Northern Star
  • Student Newspaper Survival Blog

2. Designate a Crisis Management Team
John Peters was the main spokesperson. When the university implemented the Emergency Guide, it covered another critical step under this category: keep communication lines open between internal staff.

3. Communicate early and often
Less than one hour after the shootings took place, the first piece of information regarding the incident was on the newspaper’s Web site. Coverage included video reports, news updates, time line of events, cancellations and a message board for people to express their thoughts.

4. Identify and prioritize key audiences and channels NIU did this by putting the public interest first, especially the needs of all the individuals directly involved with the shootings.

5. Manage the message and the media
The university had four conferences set up to keep the press and key publics informed. The first conference was held at 5:30 p.m., Thursday. Peters, along with Police Chief Donald Grady and several NIU administrators addressed the media, families, staff and students. The following three conferences occurred at 8 p.m., Thursday and Friday at 9 .m., and 11 a.m.

As you can see, NIU executed its crisis communication plane quickly and effectively. The plan ahead strategies helped NIU position itself on a firm foundation, while navigating through a chaotic time.

One step at a time

The situation. 

After eight months of training for my first triathlon, I walked up to the starting line with self-doubt. I was uncertain if I could push my body and mind through 1.2 miles of Lake Erie’s waves, 56-miles of Mentor and Hinckley’s rolling hills and 13.1-miles of a rolling run course to complete a total of 70.3 miles.  

Questions.

I had several questions circulating through my head. The one that kept repeating itself: What if I don’t finish?  

Consequences.

Not being able to finish would be embarrassing. My family and friends would be waiting at the finish line, only to find out I DNF (did not finish).  

Strategize.

As I put on my wetsuit, I let go of all the negative thoughts. I began to visualize what it would be like to cross the finish line …  

Results.

I crossed the finish line, six-hours and 30-minutes later. At this time, I realized putting one foot in front of the other and using the tried and true tips my coach provided, enabled me to successfully compete in unknown territory, plus I gained new confidence in myself.   

Preparing for your first PR campaign is just like preparing for a triathlon. There are strategies and tactics used every step of the way and there are also tried and true tips to help you.  

The first step to any effective PR plan, according to Ronald D. Smith, APR, a professor of public relations at Buffalo State College and author of Strategic Planning for Public Relations, is analyzing the situation.  

Identififying the situation

Situation: set of circumstances facing an organization, in other words “the problem.”  

Smith states in his book, “Without an early and clear statement of the situation to be addressed, you will not be able to conduct efficient research or define the goal of your communication program later in the planning process.”   

Approaching the situation. 

The approach to a situation can be done in one of two ways: positive or negative vein. 

Opportunity.

The situation can be viewed as an opportunity to be embraced, as it can offer a promising advantage to the organization or its publics.  

Obstacle.

In a second perspective, the situation can be viewed as an obstacle that limits the organization’s mission. It is important to clearly identify the issues at hand; come to the consensus about whether it is an opportunity or an obstacle. If it is an obstacle, how might it be turned into an opportunity?  

To help with the strategic planning of the situation, here are some of Smith’s suggestions:  

Basic planning questions.

Under the basic planning questions the PR professional is determining the situation facing the organization, as well as the background and the significance of the situation. 

Expanded planning questions, deal with the background, consequences and resolution of the issue. 

Background.

§         Is this the first time?

§         Causes (any disputes of the causes)?

§         History?

§         Important facts relating to the situation?

§         Is the situation affecting another group associated with the organization? 

Consequences.

§         Importance of the situation against organization’s mission?

§         Consistency with the mission statement?

§         Duration of the situation?

§         Who and or what is affected by the situation?

§         Predictions and trends associated with the situation?  

Resolution.

§         How might the quality/quantity of the information affect the resolution? 

§         How can the situation be resolved to benefit all parties involved?

§         Priorities to PR staff and top management?

§         Organization’s commitment to resolving the situation?  

Research program.

You may have to conduct research to be certain that the information you have is accurate.

§         Consider additional research if the information is not highly reliable:

§         Interview key people and external experts

§         Review literature

§         Observe  Research findings.

Once all the information is gathered, write a brief summary of the issue facing the organization, be sure to include your findings.  

The first step is always the most difficult step. Once you get the momentum rolling you will be setting the pace for the entire planning process.     

I remember when I first started running. I couldn’t run for more than 20 minutes at a time. By implementing a specific running plan (months of training), determining my goals (never losing sight), charting my progress (comparing and analyzing) and testing my strengths and weaknesses (to see what was working and what was holding me back), I have developed a strong mental attitude and the ability to run for more than six hours at a time.

I see triathlon training and PR running parallel to one another. Each situation takes time, focus, determination, planning, strategy and a strong desire to succeed. With these disciplines established, the only thing holding you back is – you!