{"id":1489,"date":"2019-06-03T08:19:02","date_gmt":"2019-06-03T12:19:02","guid":{"rendered":"https:\/\/clearviewcom.com\/?p=1489"},"modified":"2019-06-03T08:28:57","modified_gmt":"2019-06-03T12:28:57","slug":"business-crises-are-always-expensive-costs-can-be-lessened-with-planning","status":"publish","type":"post","link":"https:\/\/clearviewcom.com\/business-crises-are-always-expensive-costs-can-be-lessened-with-planning\/","title":{"rendered":"Business crises are always expensive; Costs can be lessened with planning"},"content":{"rendered":"\n

<\/p>\n\n\n\n

The headline in the Tampa Bay Times was painful: \u201cHospital woes hit profits \u2013 The Johns Hopkins system says problems at All Children\u2019s are affecting the bottom line.\u201d<\/strong><\/a><\/p>\n\n\n\n

The headline also was unnecessary. I\u2019ll explain that in a moment.<\/p>\n\n\n\n\n\n\n\n

The May 29 story in the Tampa Bay\nTimes reported that, and I quote, \u201cThe Johns Hopkins Health System\u2019s operating\nprofit dropped 70 percent in the first quarter of 2019, in large part because of\nproblems in the All Children\u2019s Hospital Heart Surgery Program, according to the\nsystem\u2019s latest financial report.\u201d The losses? \u201cThe health system\u2019s operating\nprofit margin fell by a total of $31.7 million compared to the same period last\nyear,\u201d the Times reported. <\/p>\n\n\n\n

I watched and read beginning in the spring of 2018 how the professional journalists at the Tampa Bay Times produced story after story, and finally had a major series going, reporting on alleged deficiencies in the pediatric heart surgery unit at All Children\u2019s in St. Petersburg linked to some infant deaths. <\/p>\n\n\n\n

As I read their reporting, it seemed that the hospital administration either had not prepared for such a very public crisis or did not execute effectively on their plan \u2013 if they had one. Either way, it doesn\u2019t matter now. They appeared to have no uniform messaging of concern or qualified, caring spokespersons ready to help develop the story. Yes, I said that: Help develop the story.<\/em><\/p>\n\n\n\n

The story of your crisis will be told, with or without you.<\/h3>\n\n\n\n

The story of your crisis will be told, with or without you. When your crisis occurs, and it will, you must be present, up front, prepared, cooperative, transparent and assertive in your participation in the story. How? With a tip of the hat to crisis guru Helio Fred Garcia, we at Clearview Communications & Public Relations\/The Message Masters<\/a>, subscribe to the 3Rs formula for responding to a crisis: Regret. Reform. Restitution. In your crisis management planning, this formula must be strongly considered, among other initiatives.<\/p>\n\n\n\n

Regret:<\/strong> You must provide clear, unambiguous, sincere and heartfelt statements of sorrow for the effects of the crisis on all parties. <\/p>\n\n\n\n

Reform:<\/strong> You must state, and often, your solemn pledge that you will find out what happened and fix it so it will never happen again.<\/p>\n\n\n\n

Restitution:<\/strong> You openly declare early on that you will aid those affected; which means payouts, counseling, other help for victims and their families.<\/p>\n\n\n\n

In the messaging from the\nhospital\u2019s CEO and others in management, I heard none of that. <\/p>\n\n\n\n

I\u2019ll add another ironclad rule I\u2019ve\nlearned in 30 years in this game: Never minimize or utter the dreaded words,\n\u201cThis is an isolated incident.\u201d That\u2019s a challenge to everyone to find you\nwrong. <\/p>\n\n\n\n

The hospital CEO and five other\nhospital executives resigned. A former federal prosecutor was called in to\ninvestigate. The Florida Legislature approved oversight of pediatric heart\nsurgeries. The stories continued through 2018 and now, into 2019, with a full\nreport on \u201clessons learned\u201d to be presented to the board in June, the newspaper\nreports. <\/p>\n\n\n\n

Would there have been a different\noutcome if the hospital had practiced the 3Rs, had sincere spokespersons who\nhad been more open and transparent, cooperative and genuinely, deeply concerned\nand caring, who participated in their story? Yes. Absolutely, yes. <\/p>\n\n\n\n

I can go back decades and recall crisis\nafter crisis from the Exxon Valdez, to Coke and Benzene in Europe, to\nBridgestone tires flying off Ford Broncos, to the BP Oil Spill (poor Tony\nHayward), the data breaches at Equifax, Target and others, the Boeing 737 Max\ndebacle, Flint Michigan\u2019s water woes, and identify clear failures in crisis\nplanning and\/or crisis communications execution. <\/p>\n\n\n\n

What is so troubling is that we\nknow the crisis is coming, not if but when, and we wait until it happens and\nit\u2019s too late, and then shrug, \u201cOh my, what do we do now?\u201d<\/p>\n\n\n\n

\"Take<\/a><\/figure><\/div>\n","protected":false},"excerpt":{"rendered":"

The headline in the Tampa Bay Times was painful: \u201cHospital woes hit profits \u2013 The Johns Hopkins system says problems at All Children\u2019s are affecting the bottom line.\u201d The headline also was unnecessary. 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