Lately we’ve seen plenty of businesses that have responded to a crisis poorly. Who can forget the U.S. auto executives flying in their private jets to Washington to ask for taxpayer money? Or the Georgia peanut processor who thought it was fine to add floor sweepings to his product—resulting in a national salmonella outbreak?

    Situations like these—as well as major layoffs, thefts, injuries or deaths— can harm your company’s reputation and lead to a loss of trust in your business, if they’re handled incorrectly.
    The best way to control the damage from a crisis is to prepare before it hits. Let’s take a look at a local example of the right way to communicate during a crisis.
    In 1994, Gainesville was rocked by the murders of five University of Florida and Santa Fe Community College students. It was shocking and horrific. But despite the fear and anxiety felt throughout Gainesville, local law enforcement and officials at UF and Santa Fe did a lot of things right.
    1. They acted quickly. With national media clamoring for details, the Gainesville Police Department, UF and SFCC pulled together and promptly got information to the public.
    How you respond to a crisis is critical to how well you’ll recover. You need to act immediately, decisively and sensitively. While you want to disseminate correct information, showing the public that you are on top of the situation is essential. Even if you don’t know all the answers, it’s OK to say, “We don’t have all the information right now, but here’s what we are doing...”
In the first hour of a crisis, you should:
•    Put your emergency plan into action (if you don’t have one, see the sidebar).
•    Analyze the situation.
•    Share what information you have.
     The longer you wait, the more people will assume the worst. If you made a mistake, admit it. If people have been injured, express sympathy and contact family members right away. Respond to the crisis with honesty and integrity. Research has shown that apologizing and admitting a wrong will give your “story” a short run.
    2. They assisted victims and others affected. In the student murders, victim advocates from the Gainesville Police Department and other agencies communicated with the students’ families immediately.  In fact, the support provided has become a national model of how to deal compassionately and sensitively with victims and their families.
    Even if your crisis is not life or death, management needs to show consideration to those affected. For example, in a layoff, let employees know you will help them write resumes and search for new jobs. Answer questions about benefits, severance and rehiring opportunities. Be prepared to answer media inquiries if you are a large organization (100-plus employees in this area).
    3. They talked with employees and key constituents and enlisted their help. UF, SFCC and law enforcement officials worked together throughout the crisis. College administrators communicated immediately with students, faculty, parents and the community on strategies to stay safe on campus and in apartments.
    At your business, your employees, customers and vendors are your most important network and they can help you deal with a crisis and spread accurate and up-to-date information throughout the community. Keep them posted through one-on-one talks, phone calls and text messaging.
    4. They selected a spokesperson. Sadie Darnell, who was with the Gainesville Police Department at the time and is now sheriff, was one of the key spokespersons. She was calm, professional and showed great sensitivity to the families of the victims.
To deal with your crisis, use spokespeople who are unemotional, who can report the facts, answer questions honestly and begin to restore trust and faith in the company.
    5. They provided follow-up.  Six weeks after the student murders, the Chamber of Commerce, with assistance from the Gainesville Sun, The Independent Florida Alligator, Shands Hospital and local communications professionals, put out a newsletter to the community. It included tips for staying safe, questions and answers about dealing with a tragedy and a report on how UF and SFCC worked together with the community through the crisis.  
    Nowadays, follow-up can happen more quickly, via e-mails, Web sites and other social media. But it is important to begin to rebuild trust in your organization. Follow-up activities should include a de-briefing of your management team to compile a list of lessons learned and to revise your crisis plan as needed. Consider key operational issues, major problems or unintended consequences of the way you handled the issue, along with any surprises you dealt with.
    How you handle a crisis can affect the survival of your business. To make sure you get through yours, act quickly, be honest, treat any victims like your own family and speak in plain—not technical—terms. Do these things and you’ll be on your way to complete recovery.

Terry Van Nortwick is president and founder of PRO iNK, a Gainesville-based marketing, public relations and design firm that helps businesses improve their bottom lines through strategic communications and brand development.