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Crises & Communications
A Fire ... An Explosion ... A Shooting ... Racial Discrimination ... It Could Happen To You ... and Then What Do You Do?
By Laura M. Pennino
These are just five headlines among thousands that resulted from a
Yahoo.com search using the key words “nightclub fires,” “nightclub
explosions” and “bar shootings.” What they indicate is how random
acts of violence, accidents and undercover operations can affect just
about anyone in any nightclub or bar anywhere, any format, any size.
These also are five headlines that don’t come close to reflecting the
large-scale, widely reported tragedies such as the Bali nightclub
explosion that killed almost 200 people or the fire at The Station
Nightclub in West Warwick, R.I., in 2003.
From Bogata, Colombia, to Casablanca, Morocco, from Oldtown, Idaho, to
Royal Oak, Mich., these incidents happen — and when they do, life is
not fun or easy for nightclub and bar owners, managers and staff for
days, weeks, months or even years afterward. With roughly 60,000
nightclubs and bars in the United States and an estimated 50,000 of
that number being small or independent operations, the vulnerability to
incidents such as these is apparent. Wising up sooner versus
later on the topic of issues and crisis preparedness to minimize risks
to lives, property, revenue and reputation is equivalent to buying a
fire and flood insurance policy or having a well-established
relationship with a competent and accessible lawyer.
So Here’s What You Can Do
Hope for the best, yet plan for the worst by having a solid issues and
crisis policy and plan in place — one that has the sign-off from your
legal and marketing team members — so owners and operators can
stay focused on their priorities: employees, shareholders, patrons,
suppliers, revenues, reputation and competitive advantages. If nothing
bad happens, great. If something awful does happen, you won’t be as
likely to panic and make matters worse.
Here’s what you can do. Yes, these action steps may be easier said than
done, but remember, getting started and being prepared can make a
tremendous positive difference.
Before Anything Bad Happens
1. Acknowledge that a crisis is possible or that a controversial or
embarrassing issue could arise that may adversely affect you and your
establishment. Be awake to the fact that these incidents do
happen without warning or justification and that mo one is immune to
them.
2. Align yourself with safety experts, lawyers and communicators who
have extensive experience and don’t need to learn what to do in the
midst of a crisis. Ask for references in advance. Get office numbers,
pager numbers, cell phone numbers and home numbers. Keep those numbers
with you in your wallet. If you have marketers, communicators, security
officers or lawyers within your organization, tell them you want
to establish an issues and crisis management policy and plan that
includes logistical and communications aspects. If you do not have
full-time team members in these roles, then establish a relationship
with safety and security experts, lawyers and a public relations
consultant. Experience in the hospitality industry is a plus but should
not be the only deciding factor in selecting the right external
resources.
Contact your local Public Relations Society of America chapter, your
local university’s communications department, or local chamber of
commerce for references. Check the Yellow Pages listing or contact
Taylor Rau, Nightclub & Bar editor, for qualified sources.
3. Determine who will be authorized to speak to members of the media in
the event news crews descend on your facility or call. Advise your
staff about the spokesperson role, issues and crisis policies and plans.
4. Stage a drill, but announce in advance that you will be having a
drill. Videotape it if you can. Play it back. Talk about it. Critique
yourself and your team members. Include emergency medical, police and
fire personnel by letting them know you are having a drill. Do not call
911.
In a Real Crisis
1. Assess the severity of the situation. Call 911 immediately if your establishment, your staff and your patrons are in danger.
2. Activate your policy and your plan. Stay calm and remain
rational. Most crisis situations are intense for the first 24 to
48 hours or longer.
3. If there is not an immediate threat to life or property, but
there is a threat to reputation, create key messages and action items
to mitigate the problem. Alert your legal and communications team
members.
4. Demonstrate professionalism and compassion throughout the crisis. Be sensitive to what you say and do under pressure.
After the Storm Subsides
1. Express your emotions in the way that is comfortable and customary for you.
2. Rest well and regroup quickly. Resume your daily business activities as best as you can.
3. Communicate to all of your key audiences how you and your
establishment will function after the crisis (for example: temporary
closure, business as usual, messages on tabletops thanking them for
their patronage, posting information on your Web site, etc.). NCB
Laura M. Pennino is chief executive officer of Pennino and Partners,
a strategic communications and relationship development consulting firm
based in Houston. She will be hosting a seminar on issues and
crisis communications for nightclubs and bars at the upcoming Nightclub
& Bar show produced by Oxford Publishing in Atlantic City in Oct.
10-12, 2005.
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