Page 27 - PCCA Journal 1st Quarter 2012

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PCCA Journal|1
st
Quarter 2012
27
A
s we look back at the decade from 2001-
2011, three lasting media images come to
mind when I hear the phrase, “leadership
when ‘it’ hits the fan.” First, I see New York
Mayor Rudy Giuliani headed through the
dust toward the twin towers on September 11, 2001. Next, I see
frustrated New Orleans Mayor Ray Nagin after Hurricane Ka-
trina on August 29, 2005. Thirdly, I see dejected Virginia Tech
President Charles Steger facing the media on April 16, 2007,
after 32 people died on his campus.
A great leader should be defined by how he or she per-
forms when “it” hits the fan and never by popularity. Giuliani
was unpopular before September 11 and became immensely
popular after showing leadership during his city’s darkest
hours. Meanwhile, Nagin was popular in New Orleans prior
to Hurricane Katrina, but became unpopular locally and na-
tionally following his fiasco during arguably the worst natural
disaster in American history.
As a journalist for 15 years, I witnessed nearly every type
of disaster imaginable. Since leaving journalism in 1994, I’ve
focused on building leaders through effective communica-
tions in critical times.
In every crisis I’ve witnessed and in every case study I’ve
analyzed, individuals in leadership positions follow distinc-
tive, easy-to-identify patterns that foreshadow success or
failure. Some do their duty, while others are in denial. Some
take action, while others are arrogant. If leaders do their duty
and take action, then their constituents (employees, stake-
holders, etc.) will be responsible. However, when the people
in leadership are in denial and are arrogant, their constituents
blame everyone for the failings that occur, and the individu-
als in denial and showing arrogance also blame everyone for
their failings.
Duty vs. Denial
Action vs. Arrogance
Being Responsible vs. Blame
Analysis shows Giuliani did his duty, took action, and helped
his city be responsible in response to its tragedy, while Nagin
was in denial of the impending doom his city faced, even
with 60 hours advance notice. This was compounded by his
arrogance in not heeding the evacuation advice of experts.
Following the disaster, refugees blamed Nagin, while Nagin
blamed President Bush and the federal government.
At the center of handling a situation properly is planned
communications, especially by way of a properly written
document called a crisis communications plan. Such a plan
dictates rapid communications in the first hour of a crisis us-
ing a system of pre-written communications templates for the
media, employees, and other key audiences.
On April 16, 2007, when asked to assess the Virginia Tech
shootings, I told the
Wall Street Journal
that, “Powerful com-
munications before a crisis and rapid communications during
a crisis have the ability to move people out of harm’s way
and save lives,” noting that rapid communications during
the Virginia Tech shooting could have evacuated campus
or warned students and faculty to lock down key buildings.
Likewise, powerful communications by Nagin prior to Hurri-
cane Katrina could have evacuated the hundreds of thou-
sands of people who stayed behind to suffer in the Louisiana
Superdome or on rooftops in flooded neighborhoods in the
hot August heat.
The best way to exhibit leadership in a crisis is to plan
ahead, starting with a three-plan approach, including:
a crisis communications plan
an incident command plan
business continuity plan
Most organizations are up to date on their incident com-
mand and business continuity plans, but most fail to plan for
speaking to the media, employees, and other key audiences.
My crisis communications plans usually have 100 or more
pre-written and pre-approved templates, each containing the
words a leader would use to communicate when “it” hits
the fan, especially during the early hours of a crisis when
emotions and anxiety are high. The best time to write such
templates is on a clear sunny day, and the worst time to write
and formulate your words is in the throes of a crisis.
Managing a business and making money are too often the
only characteristics executives consider as the mark of a good
leader. In my world, a leader is someone who uses effective
communications in critical times to get us through what may be
our darkest hours so we can emerge into a bright new day.
Gerard Braud is known as the guy to call when “it” hits the
fan. He is widely regarded as an expert in crisis communica-
tions and media training. He has appeared on television more
than 5,000 times and has been quoted in more than 500 pub-
lications around the world. Additional resources are available
at www.braudcommunications.com.
Leadership When “It” Hits the Fan
Effective Communications in Critical Times
By Gerard Braud