Medication errors, hospitals shutting down and HMO horror stories are just a few of the recent, well-publicized reasons healthcare organizations need to continually sharpen
their crisis communication skills.
While crisis management shouldn't dominate daily priorities, updating your plans to address the conflicts that will most likely affect your organization is what preserves image
and reputation when - not if - a crisis hits.
Chances are your executive management is either unprepared or under-prepared to deal with the complexities of a crisis, says Rene Henry, who recently wrote the book, "You'd
Better Have a Hose If You Want to Put Out the Fire." The book provides case studies, strategies and tactical dos and don'ts on crisis management drawn from Henry's 30 years of
experience advising Fortune 500 companies, nonprofit organizations, government agencies and foreign governments.
Here he identifies the healthcare issues that require a strengthened crisis communications response.
(This Q&A is the first of a two-part series addressing crisis management.)
HPRMN: What is the best crisis response for handling issues that the industry is faced with, like hospital shutdowns and medication errors?
RH: Healthcare organizations have to re-win the public's trust. There are a few issues creating a lot of trouble for the overall industry, from the rising costs of
healthcare to nonprofits selling to for-profits.
In terms of medication errors, healthcare organizations need to work more closely with legislative organizations to reduce them, particularly since the Clinton administration
has gotten involved with the issue. And when a hospital shuts down or a health plan leaves a market, the organization better have reputation points in the bank. Meaning
credibility with the media and other stakeholder groups should already be established. [When faced with an impending closure] find out who the community leaders are and start a
dialogue well before the event will be announced.
Since issues in healthcare often change, develop a briefings book of talking points - with pertinent facts and figures - for the executives who are going to be on the firing
line when a crisis hits.
HPRMN: Specifically, how can the healthcare industry re-win public trust?
RH: There needs to be greater collaboration among different segments of the healthcare industry [hospitals, HMOs and pharmaceutical companies], possibly in the form of a
public awareness campaign that addresses key issues like quality and putting medication errors in perspective. The campaign could also work with the entertainment industry to
highlight more positive healthcare stories.
HPRMN: What are the common misconceptions of crisis management among CEOs?
RH: It will never happen to me. CEOs tend to be overly self-confident and arrogant [when it comes to potential crises].
The bottom line is no one is immune. Unfortunately crisis management isn't taught in law schools or MBA programs, so a lot of lawyers and administrators haven't been prepared
for real-world crisis scenarios like sexual harassment and equal employment opportunity scandals.
Rene Henry can be reached at 215/814-5560.
How Situations Evolve Into Crises
- Not being prepared with a crisis management and communications plan.
- Stonewalling-not being responsive to the media and the people who need to be informed, or responding with "no comment."
- Just the reverse of the "no comment" syndrome is talking too much or giving too much information without having all of the facts.
- Not telling the truth-lying or deceiving the media and public with misinformation.
- The "ego syndrome"- too many people getting into the act and wanting to talk to the media.
- Information or misinformation being leaked to the media by an employee or adversary.
- Waiting too long to get the story to the public.
- Showing no compassion, concern or empathy for injured parties, victims or their families.
- Spokespersons who are neither trained in media relations nor believable to the public.
- Source: Rene Henry