NYC-WTC_000230570

NYC 9/11 Public Portal Document

THE Wall street journal, Monday, September 24,2001

Be Prepared Crisis planning is integral to any Institu­ dates from the managers they know best Every crisis poses different chal­ tion’s sound long-term strategy. Effective and trust most-their direct supervi- lenges, but effective managers recog­ managers surely knew that before Sept. 11. sors-who should err on the side of over- nize one constant; Preparedness is the They’ve seen that principle proven since communication with their colleagues. best approach to crisis management; the terrorist attack on the World Trade Cen­ Quick internal communications must When the satelllte-TV truck is pulling ter, when New York City, ably led by Mayor be matched by effective external rela­ into the corporate parking lot, it is too Rudolph Giuliani, began deploying excep­ tions. To reach the media, corporations late to discuss theories of crisis man­ tional crisis-management plans to fight its should have a senior public-affairs officer agement. way through the civic catastrophe. There always on. alert, ready to disseminate up­ are lessons here,.a key one of which is that dated information or quash false rumors. Mt. Paster is CEO of Hill and Knowlton managing in crisis requires planning, To reach the financial community, they public relations, which has worked wiOi the knowledge, hard work and intangible quali­ should have the standby capacity for con­ International Olympic Committee and Swis- ties of leadership. ference calls to brief analysts and share­ .viiT, among others. In a crisis, an organization’s charac- holders on any economic repercussions. ter-with all Its inherent strengths and Managers need to know they will be able flaws-is exposed for all to see. That to communicate effectively in any type of means managers at all levels must plan crisis. Painful experience in crisis manage­ ment has helped corporate leaders and Manager’s Journal their public-relations consultants develop a long roster of best practices that have By Howard Paster helped protect corporate reputations from potential damage. Among the most widely recognized examples: ahead for damage control. Given the • Johnson & Johnson survived the Ty­ range of crises that can suddenly occur-a lenol crises of the 1980s because its cor­ major industrial accident, executive mal­ porate culture had taught managers to feasance, a financial scandal, product re­ respect its “Credo"-a body of belief calls, or massive class-action law suits, to that inspires managers throughout the name a few-preparedness is a business firm. By keeping every employee fo­ imperative. cused on the company’s responsibility While it’s true that New York-based to the public and to the consumer, ' corporations could not have choreo­ Johnson & Johnson survived the epi­ graphed a step-by-step response to a sode with its corporate reputation en­ World Trade Center catastrophe, they hanced-and created the classic busi­ should certainly have built backup com­ ness school case study of effective cor­ puter systems to protect against the loss porate crisis management. of centralized data and alternative tele­ • Swissair established an industry-lead­ phone networks as a backstop for local ing standard of sensitivity by making im phone companies. They should have cre­ mediate payments to the families of pas­ ated an updated data bank of contact sengers aboard the ill-fated Flight ill Information for all pivotal executives, in­ when it crashed in 1998. That type of quick cluding their home and cell phone num­ payment-not for damages, but to help vic­ bers, e-mail addresses and travel sched­ tims' families meet the expenses of per­ ules. Managers need not have foreseen sonal travel, lost work time and funeral the events of Sept. 11 to have made basic arrangements-has become common preparations. As we have learned, many among airlines after crashes that threaten their corporate reputation. Not only does did. this demonstrate compassion, it addresses Moreover, to reach corporate employ­ immediate pragmatic needs, and estab­ ees immediately-especially those in dis­ lishes good will at the beginning of the tant back-office facilities-institutions crisis. should have a system ready for sending • The International Olympic Commit­ mass e-mails, voicemails and letters to ev­ tee began to repair major damage after ery employee in the company. The role of the Salt Lake City scandal by establish­ employee communications is vital: As pub­ ing a powerful commission to advise lic ambassadors of the corporation’s tden- the IOC chairman on internal reforms tlty-who are frontline spokesmen about and creating a prestigious ethics body. the company and its business ethic-em­ By acting forcefully to prevent future ployees must be ready to deliver accurate crises, the IOC helped dispel suspicions corporate data to disparate constituencies, and re-establish the Olympics' renown including the news media, during crises. in time to have a great success in Syd­ Employees should be given frequent up­ ney.

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NYC-WTC_000230570