A-C-T N-O-W: A Strategy for 
Effective Crisis Communication

Part 2: Caring and Sharing in the Heat of the Moment

by Cheryl Reimold

In the January-February 2002 issue of IEEE-USA Today's Engineer, author Cheryl Reimold introduced readers to the importance of crisis communication strategies in the workplace. In that first installment, Cheryl outlined one such strategy, which is known as A-C-T N-O-W. She noted the importance of preparing for a crisis — despite the fact that one may never occur — and offered the steps companies and professionals can take to be prepared. The second installment of this multi-part article follows.

STEP 1:  Anticipate disaster (see Part 1)

STEP 2:  Care about people affected

STEP 3:  Tell what you know immediately

STEP 4:  Note your next steps

STEP 5:  Offer help to reinforcements

STEP 6:  Write press kits and other pieces of public information

STEP 2: Care About the People Affected by Catastrophe

Little angers the public more during a crisis than when a company involved portrays an apparent lack of compassion. By contrast, history shows us that companies that have reached out to those hurt in crisis situations first and then continued to prove their concern have received public approval.

Imagine that you manage a prestigious hotel in a large city. Suddenly and without warning, a busy skywalk collapses, killing several guests and injuring others. What do you do?

If you're the manager of the Hyatt Regency in Kansas City, you do two things. First, you care for the victims. Then you take that caring a step further. You bring in the loved ones of the victims — at your company's expense. By doing these things immediately, you demonstrate compassion.

After this real-life crisis occurred, the public gave Hyatt high marks for being an honorable, responsible, and caring company. By reaching out immediately to those who were most affected, sharing the crisis with the public, and acting quickly to get answers and mitigate future reoccurrences, Hyatt demonstrated how vital caring can be to everyone involved in crisis situations.

Your first responsibility will always be to the victims of a crisis, not to yourself or your company. Ironically, thinking this way is usually the only way to save the company. Displaying a caring attitude is what counts here; an "acts of compassion" checklist is useless, if your mind is really in self-defense mode.

STEP 3: Tell What You Know Immediately

In crisis situations, you must speak out quickly, both to stop rumors and to avoid receiving a negative public perception. If you don't speak immediately, someone else will — and probably with less information than you have.

As soon as you possibly can, tell the press and public what you know. Also be sure to tell them what you don't know, and when you hope to find out. That being done, call in experts to find out why the accident occurred, and how to avoid others like it in the future.

Don't hide behind the fear of legal reprisals or short-term profit problems. Next to caring for the victims, public opinion centers on the speed at which you share information. As Professor Gerald Meyers of Carnegie Mellon University's business school said, "If you win public opinion, the company can move forward and get through it. If you lose it, it won't make any difference what happens in a court of law" (Business Week, 24 February 1992).

Cheryl Reimold is Editor-in-Chief of IEEE-USA News and Views and president of PERC Communications, a consulting firm that provides writing services and offers courses on writing and other communications skills to businesses and associations. Visit her website at http://www.allaboutcommunication.com.

Ed. Note: Next month, Cheryl will explain the last three steps of the A-C-T N-O-W crisis communication strategy. These final steps consider some of the longer-term actions companies and professionals need to take after a crisis occurs.