Fast, accurate, open: these are the essentials of your media relations strategy, in times of tragedy or trouble. Now for the details ... (Marketing).

TERRIBLE THINGS SOMETIMES HAPPEN ON OUR campuses. A coach is accused of sexual harassment. There are charges of fiscal mismanagement. A woman student is raped in a dorm. Usually, we can't control these events, but we can--and must--control how we respond to them, especially when it comes to working with the media.

Of course, in the event of a tragedy or problem, we must first do everything we can to protect and safeguard any victims. And we must also take steps to change the policies and procedures that might have contributed to these events. But in the midst of the event--and certainly for the immediate period afterward--we need to work diligently to safeguard the institution's reputation.

SAFEGUARDING INSTITUTIONAL REPUTATION

Most agree that a college or university's reputation is its most important asset. Charles Fombrun, writing in Reputation: Realizing Value from the Corporate Image, makes the case that in addition to financial capital, intellectual capital, and even technological capital, an organization also has reputational capital; the value of its good name in the marketplace. He says that this is especially important for organizations that trade in "credence" goods: those products and services valued, in part, by how much credibility they have in the minds of their most important target audiences and customers. That's why it is imperative that IHEs understand the importance of dealing with the media quickly, accurately, and completely in times of trouble.

REACTING IN THE REAL WORLD

Unfortunately, this is generally not how colleges and universities act. In times of trouble, truth is often the first casualty. When institutions find themselves under the spotlight, truth is often delayed. Or dissembled. Or distorted. Sometimes, there is denial. Administrators might think they are actually helping safeguard the institution's reputation through these actions, but in today's media-fed crucible of public opinion, they seldom are.

Obviously, there is tension here. Something bad has (or is alleged to have) happened on your campus, and you are rightly worried about its impact on your institution's reputation. What do you do? How do you respond to the media? How can you work with the media to assuage the damage? Here's how:

Have a communication plan in place before you need it. You can't predict what might happen on your campus, but you can and should choreograph how you might respond. As part of your response plan, make sure that: a) your media call list is current; b) the media knows who on your campus to contact in the event of a problem; c) you have a communications hierarchy in place so that the school speaks with one voice; d) you have on campus a place where you can meet the media, and where ready access to fax machines, copiers, the Internet, and coffee is assured. In other words, make sure you've taken care of all the details you can ahead of time so that you won't have to scramble, should things begin to unwind.

Assemble the A-Team. Your media-response team should include the president, cabinet members, and the campus lawyer (well versed in media law). Here again, though a team will be responding, only one member of the team should be the single source for the media. Importantly, that individual must be a highly talented and credible liaison.

Get key people ready for close-ups. Sign up major administrators and key faculty for media training, and make it realistic: Put them underneath klieg lights; shove microphones in their faces; make them face a barrage of cameras. Then, videotape their performances, and provide follow-up critiques. Make sure everyone has a fundamental understanding of media terms such as "backgrounder" and "off the record."

Know the major players in your media market long before there is a problem. Remember the value of face-to-face relationships: Spend time with key media people, and try to understand their career interests and motivations. You'll need to play fair with everyone, but you'[[ also need to know who you can turn to, when things get tough. Don't play favorites, but do develop special relationships.

Understand the strengths and weaknesses of each media type. Print differs from radio; radio differs from TV. The various media types typically have different deadlines and prefer information in different formats. The photographs included in your press packet, for instance, are of no interest to reporters working for the local radio station. But radio reporters would appreciate cassette tapes with quick sound bites.

Don't forget your supporting cast. Make sure your communication plan includes such internal audiences as faculty and staff, and such external audiences as alumni and donors. During a crisis, these audiences will need to know firsthand what's really happening because they, too, are often in a position to disseminate information to others. They can be a tremendous source of grassroots support. Keep them in the loop.

Take the moral high ground in your communications. Bad things do happen to good campuses (see box). In most cases, though, the event is only half the news. The campus response is often the juicier news.

Two Sides of the Coin

Vince Lombardi was right: The best defense is a good offense.

After news reports claimed that a sports agent gave one of Ohio State
University's top football players cash and clothes, the university
opened an investigation of the alleged incident before the NCAA or Big
Ten could act. Because of that inquiry, the press now views OSU as
victim, rather than culprit.

Then there was the case of the small Midwest school that awarded an
honorary doctorate to an Asian businessman who had been charged with
drug trafficking in his home country. After refusing to acknowledge
the issue and ducking press inquiries, things got worse. Alumni were
outraged. Giving was hindered. And student recruiting was stalled.
Finally, the president resigned. The moral of these stories? When
dealing with the media, be fast, accurate, and open.--RAS

Be straightforward in your communications. Don't spin. Don't delay. Don't blame. Don't obfuscate. These tactics never work. Never. Try any of them and you will only deepen the hole you are already in. What's more, you will have lost a critical tool (in fact, the tool you need most, to dig your institution out of a hole): your credibility.

Know what you're talking about. Respond with facts, and be certain of the facts you respond with. Never speculate or guess. If you don't know the answer to a question, say that. Then, let people know how and when you will know the answer, and how it will be communicated to them.

Put it in writing. If the story is complicated or details are elusive, make sure you back up your verbal responses with written information: press releases that go into more detail. Include photos or diagrams when helpful. Your Web site can also be tapped; use it as a clearinghouse for all information, and to disseminate information and gather questions.

Be the source. Finally--and perhaps most importantly--communicate openly and often. Always remember the first law of communicating with the media: If you don't tell reporters what is happening, they will get their information elsewhere, Believe me, it is much better when they call you first. You want to be their best source.

THE UNAVOIDABLES

Will these quick tips protect you from bad publicity? No, likely not. When a story breaks, you still will be misquoted; reporters still will fail to communicate all of your points clearly, rushing the story and missing important details. In the end, though, your professional response to their interests and needs will be remembered long after a particular story passes. I suggest you hang onto that thought.

Robert Sevier is general manager and vice president/Research at Stamats Communications (www.stamats.com).