Communicating the Right Messages During Difficult Times

The phrase “crisis communications” can send a management team’s collective-blood pressure skyrocketing. But the way such challenging situations are handled—both internally and externally—can define the mood, morale-and public image of an organization for years to come.

Typically when bad stuff happens,-attention is quickly focused on the-organization’s professional communicator for answers and guidance. It is-imperative that the person or team assigned to communications be ready to take-a leadership role.-There is no time for panic, indecision or mistakes. Instead, there must be a foundation in place and a plan of action to follow.

Ideally, an organization has a public relations manager (PRM) or public information officer (PIO) on staff to help build proactive media relations, and define and guide internal and external communications strategies throughout the year. If not, it’s essential that the person or team that would assume those responsibilities, particularly in a crisis, be identified and trained in advance. Once in crisis, there’s no time to learn the ropes; any organization operating without qualified communicators and a plan of action will likely suffer greatly with the public, the media and their employees.

Mecklenburg EMS Agency (better known as Medic) is the paramedic-level ambulance provider for Charlotte, NC, and the surrounding communities. Medic found itself caught in a whirlwind of crisis communications when three major incidents occurred back-to-back. in the winter of 2002–2003 Each situation would tax virtually every aspect of the organization and each would require different communications strategies, but all were effectively handled using the same set of basic principles.

It all started when a December ice storm plunged more than two million people into darkness and cold, as the mercury dropped to dangerously low levels. The storm prompted a public health crisis.

Just a few weeks later, in January 2003, U.S. Airways Express flight 5481 crashed-at Charlotte-Douglas Airport, killing all 21 people on board. Medic could do little to help the victims, but had to act quickly to care for rescuers and to assist other agencies in a difficult recovery operation.

Later that same month, one of the biggest fears in EMS was realized when paramedic Tim Hayes was on duty helping people at a minor accident alongside an icy highway. A tractor-trailer slammed into the Medic ambulance and triggered a chain reaction crash that pinned Hayes against a guardrail and severed both his legs. Now it was time for Medic to take care of its own, and for the community to care for Medic.

Although each of the crises was unique, I had developed a communications strategy for Medic that the communications team then used to effectively respond to each situation. This crisis communications algorithm can be applied to virtually any scenario, with more or less focus given to certain areas, depending on the specifics of the event.

Do Your Research and Get the Facts

Less than 24 hours into the December ice storm, the Medic communications team, led by the PRM, learned that the EMS system had transported more than two dozen people complaining of symptoms of carbon monoxide poisoning to local hospitals. All of the patients spoke Spanish with limited English language skills. In each situation, the patients had no electricity and tried to heat their homes using outdoor appliances.

Define/Understand Your Role

It is essential to define and understand your role as a PR professional as early as possible in a crisis. When flight 5481 crashed at Charlotte-Douglass Airport, January 8, 2003, the large group of emergency responders included PIOs from fire, police and Medic. We quickly determined that the airport staff would appropriately take the lead, with all others functioning in a supportive role. The Medic PR team reported to a makeshift media village and served as a liaison between local, regional and national press.