RESOURCES
IN TIMES OF CRISIS Sean Ryan
Someone from the local newspaper is on the phone. Worse yet, there’s a TV reporter outside who wants to see you – to see you open your mouth. A patient has posted something negative about your practice on social media. And a mob of nameless or faceless opponents is growing by the minute online. An employee got into trouble. And it could hurt your practice if you don’t take action. Let’s face it, communications crises come in all shapes and sizes. Yet, they’re seldom a good fit. They pop up out of nowhere and quickly wear out their welcome. On top of everything else you and your practice need to worry about, they are among the worst because they’re surprising and demanding. Their damage both in the short and long term is uncertain. So, when the stuff inevitably hits the fan, what should you do?
Plan Ahead
Most businesses have a crisis communications plan, or at least the beginnings of one. While most of this piece focuses on reacting to the actual crisis, putting together a plan is a proactive way to be better prepared when a crisis does take place. Start by assessing who will be a part of the crisis team. Then, take some time with your practice’s leadership to draft a plan to determine initial things that may need to be done and who will be responsible for each task. Include the phone numbers of key contacts – owners, insurance contacts, legal contacts, employees – so you have them in one place to avoid scrambling in the heat of a crisis. Print the planning document and numbers to distribute to those on the crisis team, all of whom should keep a copy on and off site.
Prepare for the Worst
As mentioned, crises come in all shapes in sizes. When one hits, try to determine its impact. Take a step back to look at the issue from all angles. Is it a big or small deal? If small, run through the scenarios that could turn it into a big deal. It’s a good strategy to start at a point of the worst imaginable impact or result and go from there, hoping it never comes close to that point. Those who start with “It’s no big deal,” often end up scrambling when things go south.
Draft Messaging
Before communicating to any of your key audiences or to the media, it’s critical to put pen to paper and come up with the messages you intend to deliver. Keep your talking points brief, especially in the immediate aftermath of the crisis, and stick to the facts rather than speculation and inuendo. Consider running them by
your legal counsel to ensure you don’t expose yourself to any legal issues down the road.
Be Truthful and Transparent
While preparing the messaging, strive to be truthful and transparent. For some, it’s common to want to be fully transparent. Others want to keep everything close to then vest. Finding a level of transparency is essential, as is being truthful. The last thing you want is to be caught in a lie at a time when your team, patients or the public needs you the most. Breaking their trust in the midst of a crisis could harm your relationship with them forever.
Think of Your Audiences
Who needs to hear from you? Your employees? Your patients? The general public? Think about the best way to reach each of your audiences. In most cases, the talking points remain the same for
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