EDITORIAL: “How to Create a Crisis” - Rhode Island Education Leaders Have Written the Book
Thursday, December 15, 2022
Northeastern University's graduate school has a guide to how to manage a crisis communications situation.
Well, Rhode Island education leaders -- the Rhode Island Commissioner of Education and the leadership of the Providence Public School District -- have written a new book, "How to Create a Crisis."
GET THE LATEST BREAKING NEWS HERE -- SIGN UP FOR GOLOCAL FREE DAILY EBLASTThe Northeastern guide, titled "7 Crisis Communication Tips Every Organization Should Master" is the invert of the new "guide" from Rhode Island's education officials.
Northeastern's Guide
1) Northeastern: Respond Quickly
With the rise of digital and social media, customers expect a quick response to any issues that arise, because companies have the technology to address them. In most cases, if you don’t respond within the first few hours, people typically jump to two conclusions, according to Powers: That the brand is guilty or that it’s not in control of its message.
RI education leaders write:
Don't respond to media questions. Withhold information. Claim schools are "crumbling" and then refuse to provide any proof. Then, refuse to answer any question if and how the "crumbling" is an immediate danger to students or faculty.
2) Northeastern: Leverage Your Supporters
Every PR professional’s dream scenario is to have supporters come to the brand’s aid in times of crisis. Responses seem more genuine and are more valuable when it’s coming from someone with no direct company affiliation. To achieve that, though, you need to make building and fostering community a priority throughout the year.
Focus on establishing a strong rapport with your audience. Take the time to understand your stakeholders, their needs, and what motivates them. Are you providing valuable content, asking questions and engaging your audience, or regularly saying “thank you” for their support? Each action goes a long way in building community.
RI education leaders write:
Piss off every possible partner and stakeholder. Don't inform the teachers, the school board, or the parents. And then, insult all of them. When teachers ask basic questions, refuse to answer them. You cannot inflame the crisis without diminishing stakeholders.
3) Northeastern: Put the Victims First
When a crisis strikes, remember: It’s not about you. Put the victims first, whether your company caused the problem or not, and acknowledge their pain, suffering, and frustration.
The next step is to apologize, but only if it’s genuine. An insincere apology or your refusal to take responsibility can damage your brand and breed mistrust with the public.
RI education leaders write:
Never apologize. Blame people for leaking the news. Demonstrate endless frustration. Repeatedly refuse to answer press questions.
4) Northeastern: Don’t Play the Blame Game
BP was quick to blame others for the oil spill, which, in itself, caused a PR problem.
When a crisis occurs, don’t play the blame game, even if you weren’t the one at fault. By focusing first on who the culprit was, you put yourself before the victims. Although others will want to place blame, wait until the crisis calms down before you start pointing fingers. Again, above all else, prioritize your audience and their feelings.
RI education leaders write:
Make sure you insult everyone. Be like the communications director for the Providence Schools who issued a statement, "Maribeth Calabro and Jeremy Sencer have once again shown their true colors by running to social media to advance their own agenda of sewing turmoil, rather than addressing the longstanding critical issue of school facilities with District leaders like true thought partners."
5) Northeastern: Be Transparent
What would you want to know if you were the victim of a crisis? Think through that question as you’re crafting your message to the public. Your audience will want answers, even if it’s simply, “I don’t know.”
When a crisis occurs, you’re under a microscope; every move you make is going to be judged by the public.
RI education leaders write:
This is your really big chance to elevate the crisis and lose all the credibility. Remember, it took you forever to appoint the first Superintendent of Providence schools. The public was not included. Then, you booted him. You had slews of folks turn down the job. Don't share information. Always remember you are in control. The parents are going to leave the schools - all of the parents who could have already done it.
6) Northeastern: Perform “What If?” Work
Although it’s near impossible to anticipate everything that could happen, brainstorm potential scenarios with your team and map out how you would react, so if the situation does occur, you’ll be better equipped to handle it. Focus on situations that align with your organization’s product, services, and industry—particularly on areas where the likelihood and impact of something going wrong are high.
RI education leaders write:
No planning. Never! We are going to close schools. We are going to do it and make sure we have NO COMMUNICATIONS plan or STRATEGY. Always remember, we are in control. Drop the "news" as families are scrambling for the holidays.
7) Northeastern: Make Sure Your Message Is Consistent Company-Wide
Messaging no longer goes out from one department. Depending on the organization’s size, the marketing, sales, corporate communication, and investor relations teams could be just a small sample of the departments talking to customers. When a crisis occurs, you want to make sure teams company-wide are addressing the issue in a cohesive manner. Remember, your employees are your ambassadors when a crisis hits.
RI education leaders write:
Do you think employees are our best ambassadors? That is a joke. We can just tell employees what to do. What are they going to do, quit?
Moreover, we don't need a consistent message because we don't have a message.
Lastly, we have a 50-year track record of failing students. Expectations are so low no one really believes the schools can be fixed anyways.
Now, we have written the book, "How NOT to Handle 'Crisis' Communications." A crisis we created all by ourselves.
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