Special to Business in Savannah, Published October 5, 2011

At any time and in any business, the probability is high that a crisis situation may occur that could damage a business’s public persona and credibility. Potential crisis situations can stem from something as minor as a top level management change or can be as serious as an unfortunate accident, sexual harassment lawsuit or faulty product. Whatever the circumstances, communication with the media is going to be one of the first issues at hand.

In dire times, it is not uncommon for a business’s initial reaction to include a fierce game of silence,  cutting most, if not all, external communication with the media and the community. However, in my experience this policy hurts far more than it helps. Our philosophy instead is to “tell it – tell it first – and tell the truth.” It is only after admitting fault or clarifying the details of the situation that the process of re-establishing credibility and confidence in the company can begin.

Ideally, it is recommended for every business to have a crisis communication plan that identifies the top potential crisis concerns and, at a minimum, includes a statement featuring positive, non-defensive and concise messages. People tend to remember the first and last things they hear, so it is very important to release the message right the first time.

In a crisis, be proactive and not reactive. When determining your crisis communication plan, also include forming relationships in non-crises times to help execute the plan during the crisis. Consider choosing a spokesperson to act as a liaison between the company and the media. This will help control the situation and keep it from spiraling out of control. This person should be able to project a confident demeanor and believe in the message at hand. It is difficult to convince others of your message if the company’s spokesperson doesn’t look convinced.

In the event the company does not have an official spokesperson available, select a top management person who is well-spoken and calm under pressure. When dealing directly with the media or with a specific reporter, answer the questions as succinctly as possible without using in-house lingo and offering complicated details. Also, it is not recommended to talk” off the record.” Instead, get the facts and know the answers to the hard answers in advance.

Of course, in any emergency situation, the company’s concern should first and foremost be the company’s employees and immediate community members. In this situation, it is essential to have a comment readily available at any given time. It is important for the company to be perceived as accessible and cooperative “No comment” is not an adequate response and will not help with damage control.

Be sure company employees feel like “insiders,” or they may quickly feel like “outsiders.” Always remember that communication, both internal and external, is a top concern when managing a crisis situation effectively. It is always helpful to circulate a fact sheet to company employees, so they will be prepared to accurately address any external communication concerns outside of the office. A company can only control so much in advance, but keeping employees on the level and in the loop helps rally internal support in a crisis situation.

In the age of digital technology, messages are spread in nanoseconds, making it more important than ever to prepare social media messages that address the crisis situation. However, keep in mind that social media is essentially a direct conversation with the public, meaning a company employee or social media support person should consistently monitor and execute their ability to respond to comments if appropriate.

In the end, the idea is to minimize potential loss and limit company downtime. Effectively communicating with the press and the public about a crisis will help curtail any false information or unnecessary negative publicity. People love to forgive and forget, and it is not uncommon for a company to come out on the other side of a crisis situation with a stronger public persona than before,  if the situation is handled appropriately.

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Susan Hancock is the president of Abshire Public Relations. She can be reached at 912.695.7881 or susan@abshirepr.com