Crisis Lessons Learned in Two American Tragedies.

LAS VEGAS--(BUSINESS WIRE)--Oct. 27, 1999--

The airplane accidents claiming the lives of John F. Kennedy Jr., his wife, Carolyn Bessette Kennedy, and her sister, Lauren Bessette, and this month's bizarre crash killing professional golfer Payne Stewart show contrasting approaches to the way businesses handle crisis communications.

Starting with the loss of JFK Jr., shortly after the millionaire publisher's Piper Saratoga aircraft was reported missing off Martha's Vineyard, Mass., on the evening of July 16, Piper Aircraft received hundreds of calls from reporters requesting information on the aircraft and its safety record.

Immediately, Piper put into motion its crisis communications plan. The company called a news conference for the next morning. The news conference, led by company President Chuck Suma, addressed questions about the aircraft and was meant to quell rumors about the Saratoga's safety record.

The news conference included a heart-felt comment from Suma expressing his hope that Kennedy and his family would be found alive, and talked of his own encounter with the energetic Kennedy earlier that year when the son of the former president had purchased his Saratoga.

The proactive action by Piper accomplished three objectives: first, it deflected and corrected negative information being bantered around by various news agencies and, secondly, it made a statement the company was not hiding from the reality of the situation. Thirdly, it also put a human face to the company, and its initial message was one of compassion and concern for those missing.

The fact, regarding Piper, was that there had been 76 accidents involving Piper aircraft that had occurred in the past three years, according to the National Transportation and Safety Board. Between July 8 and the day of Kennedy's accident, five Saratogas were involved in accidents, including the Kennedy crash. It was explosive information and the only way Piper could avoid disaster was to come clean and get out in front of the crisis.

Piper's willingness to discuss any and all questions related to its aircraft provided a valuable source of information for an information-hungry media searching for answers. Piper had a crisis communications plan and was not shy about setting it into motion and that perhaps saved the company from future economic problems and had a positive effect on the industry as a whole.

The Learjet crash that claimed the life of PGA golfer Payne Stewart and five others is another matter. Bombardier Aerospace, one of the highest profile and most recognizable manufacturers of private jets, was still nowhere to be found two days after the strange and tragic incident.

Stewart's plane departed Orlando, Fla., around 9 a.m. on Monday, Oct. 25, en route to Dallas, where Stewart was to participate in the PGA Tour Championship. Approximately 40 minutes after take-off, the plane mysteriously went silent with no communication from the two pilots on board. After the plane ventured off its assigned flight plan, the Federal Aviation Administration soon began to worry about the status of the flight.

Radio contact was not established, yet the plane was flying level and showed no signs of mechanical failure. Air Force jets were dispatched and reported the windows of the plane were fogged and the individuals inside appeared to be slumped over and incapacitated. This indicated the plane had experienced a depressurization and was simply flying on autopilot.

Some 1,500 miles after the doomed journey began, the Learjet 35 slammed into a North Dakota swamp, killing all aboard.

Unlike Piper, Bombardier Aerospace, owner and manufacturer of the Learjet, issued a standard statement shortly after the crash and was unseen on the media and public radar screen. Pundits and experts could offer only their insight to what may have happened to the Learjet 35. The company that manufactured it suddenly fell silent.

Is the Learjet 35 a safe plane? What is its safety record? Did the scene viewed by Air Force pilots suggest depressurization? Did the plane have safety devices in case of depressurization? What about talk regarding faulty valves on the jet that had to be recalled?

These questions, the questions of journalists trying to get the story right and of stunned fans wanting answers, were not answered in a timely manner by Bombardier Aerospace. It simply either didn't have a plan or its plan was to say nothing. The company did release a cursory condolence message shortly after the crash but remained mysteriously hidden in the shadows.

The response of Bombardier is a common one for many businesses. Instead of stepping out in front of a crisis and ensuring that it does not have a negative effect on their business, they turn their backs and hope the problem simply goes away.

In most cases it does not. A majority of the time the company's image and product or service are irreversibly damaged and the bottom line suffers.

It is crucial for companies, no matter how small or how large, to have a crisis communications plan that is both functional and strategic in nature. In situations like those with the Kennedy and Stewart disasters, companies must communicate with sensitivity. But those same companies must also do everything within their power to protect their image and their corporate identity. A crisis is an opportunity for the company to stand up and answer sometimes-difficult questions that can both save face and be informative.

Any company facing a crisis situation like those listed above must take stock and put into action the following steps:

--   Get the facts and stay on top of the situation. Make sure your
     information is accurate and came from reliable sources. In a
     fluid situation, conduct constant research and monitoring so you
     know every aspect of the problem before the media does.
--   Designate a company spokesperson. All communication with the
     media should go through your spokesperson.
--   Respond to the media. "No comment" is the worst thing a company
     can do in the time of a crisis. It antagonizes the media and the
     public and creates suspicion. It's important to tell the truth
     and be honest and forthcoming. Communicate the company's position
     in a positive and accommodating manner. If there is bad news, or
     potentially explosive news, release it before a reporter digs it
     up. Also constantly keep the media up-to-date with briefings or
     phone calls to inform them of the situation.
--   Prepare a written statement. Written statements maintain the
     consistency of your position and can be read verbatim,
     eliminating the possibility of distorted quotes or quotes taken
     out of context.
--   Be human and show emotion or concern. Because many crises deal
     with the loss of human life or a negative effect on human life,
     show emotion and concern for those involved. State your regret,
     sorrow, etc., but always couple such acknowledgements with
     assurance of the remedial action you intend to take.
--   Avoid placing blame or responsibility. Whatever you or your
     spokesperson says may become part of a legal issue. Avoid talking
     on issues of responsibility and avoid making assumptions.
--   Tell your corporate story. Emphasize your corporate track record,
     safety program, the measures taken, the teamwork in dealing with
     the situation, and the steps you are taking to minimize the
     effect on the community and reduce the chances of a similar
     incident occurring in the future.

These steps, incorporated into a crisis communications plan that personnel are aware of in advance of a crisis, can help a company get through the storm and steer clear of the pratfalls so many others become victims of.

The two cases of Piper and Bombardier exemplify the role of crisis communications in the corporate world. Piper has come out a winner and was part of the solution. The jury is still out on Bombardier but if its initial response is any indication, it may be rough skies ahead.

Scott Gulbransen is a senior account executive with Ballard Communications, Nevada's largest independent public-relations firm, located in Las Vegas. He is a former print reporter and a member of the firm's crisis communications team, and has worked on numerous crises in the medical, financial-institution and real-estate fields.

Mike Ballard, APR, is the president of Ballard Communications.