hurlingham [ talk ]
beyond tragedy
DAVID LOMINSKA/WWW.POLOGRAPHICS.COM, ALLEN EYESTONE
International Polo Club Palm Beach President, John Wash, reflects on the strategy that helped the club, and the sport of polo, through the dark days of last spring When I reflect on several very trying days in April when the International Polo Club Palm Beach was faced with the aftermath of the loss of the lives of 21 of the sport’s top equine athletes, I am comforted by the knowledge that we did everything possible to stick to the facts. Following the three Cs of Credibility in Crisis – compassion, competence and confidence – and simple common sense, we weathered the immediate storm in one of the worst polo scenarios. I knew from the moment I was informed of the situation that whatever IPC said or did could have a long-term effect on the future of polo. It was imperative to contain the situation to stop both public and media speculation running wild. IPC already had a crisis management plan in place, and was prepared to deal with almost anything, but the incidents that unfolded during the week of 19 April tested everyone’s limits. We simply told the truth, and told it with one voice. Delivery was critical to the welfare
I knew that whatever IPC said or did could have a long-term effect on the future of polo
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of our organisation and our sport. The club was visited over the subsequent weeks by hundreds of TV, radio and newspaper representatives. Telephone calls poured in. Every enquiry was given time and attention, and was answered in one of three ways: ● We know the answer, and here is all the information we have. ● We don’t have all the information yet, but here is what we do know. ● We don’t know the answer to that question yet, but we will find out. Obviously, during a tragedy of this magnitude, the media and public were most concerned that IPC would rectify issues that led to this disaster. I made the club’s position clear: that IPC was simply the polo venue; the horses weren’t boarded or fed on site; IPC provided the playing fields only. Our position was that before reform could be implemented we needed all the answers. Once answers were given, IPC would assist in championing changes to benefit polo. Since we already had security, a police presence and a veterinarian contingency plan I felt that we were in good hands, initially, but we were forced to utilise every asset we could commandeer. The response from the polo community was impressive. Instantly, volunteers stepped forward to help organise the blue tarpaulins that would shield the falling horses, and then another
group organised trailers to remove the deceased animals. The caterer made available every bag of ice it had, in an effort to cool down the affected horses. After some consideration, I rejected initial suggestions to cancel the event. I believed that such a response would only add fuel to speculation and have an adverse effect not only on IPC, but the sport of polo in general. I determined that the show must go on – and it did. Taking the lead in meeting with the media, I made it quite clear that I would address all of their questions. There were no knee-jerk reactions, IPC didn’t shut down, I didn’t let other people’s actions dictate how we responded, and in the end this approach proved to be our biggest asset. I arranged for several spokespeople from the polo community to meet with press representatives in an effort to convey the reality of the sport. That week a special media tent was erected to handle the international media coverage. Food, drink and hospitality were provided as they learned about IPC, the sport, the athletes and the love, care and respect of the polo ponies.
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top: The club holds a memorial for the 21 horses left: John Wash
1/10/09 10:28:09
