University leaders face the new reality that their campuses are now the epicenter of world and national events and must therefore navigate through a wave of social, political and cultural conflicts.
Presidents and chancellors are challenged to prepare for, respond to and manage emerging issues like never before. Their institution’s reputation is at stake, but their academic backgrounds do little to equip them to strategically address this evolving environment. It happens at a difficult time for U.S. higher education as more people question the value of a college degree and many institutions struggle with declining enrollment.
More than ever, clear and consistent issues and crisis communications are critical to a university’s stability and the confidence of its students, donors and other stakeholders.
Four guiding principles will help college and university leaders emerge from turbulent times with their institution’s reputation intact, often strengthened.
A Goal Without a Plan Is Just a Wish
Effective crisis management requires planning and preparation.
Start with identifying each crisis scenario along with potential responses and communication protocols based on best practices. Campuses face dozens of risks, ranging from campus protest, adverse weather or a data breach to loss of accreditation, an unexpected leadership departure or town and gown tensions.
A critical component of the planning phase is understanding that every crisis is an issue but not every issue is a crisis. Leaders who recognize the difference and what it means are positioned to prevent a mismanaged issue from escalating into a red alert crisis. Likewise, an emergency, such as a campus shooting, requires separate protocols.
Who’s on First
A slow crisis response leads to angry stakeholders.
Colleges and universities, by design, are deliberate in decision-making, but crisis response is not the time for stasis. A simple rule of human behavior is that people will speculate, often assuming the worst, in the absence of credible information. The inability or reluctance to make decisions and act causes confusion, fear and rumors.
Students and some alumni communicate quickly on social channels with the information they have. Misinformation related to the athletics program, a campus disturbance or a host of other incidents can rapidly form a false or uninformed narrative that’s picked up by reporters who often look online for news tips. Suddenly, you find yourself playing defense.
The best crisis response is proactive. It requires having a plan (see above) that includes a decision-making protocol that allows facts to be gathered quickly, decisions to be made strategically and targeted communication to be initiated promptly.
It’s a decision-making structure that’s nimble and flexible.
To Talk or Not to Talk, That’s the Question
Just as important as knowing who will communicate is knowing when to communicate, internally and externally.
While each crisis is unique and decisions will therefore vary, these best practices will point you in the right direction.
- Communicate broadly, consistently and through multiple channels: As already stated, the lack of regular updates can create misinformation and fear.
- Don’t speculate: Rely on the facts. Speculation often creates more problems later.
- State what you know and what you don’t: Transparency builds credibility and trust.
- Express empathy: People want to know that you’re human and you care.
- Provide resources for assistance or more information: University stakeholders expect you to have their best interests in mind.
Make Friends First
Someone once wisely said that “the best time to make friends is before you need them.” Truer words have not been spoken about crisis response.
Before a problem arises, stakeholder mapping is foundational. It’s about knowing who to contact and how for each of the scenarios you already identified. Whether the police chief, president of the chamber of commerce or head of the faculty senate, you often ask for help when times are tough. Making friends in advance takes time and effort, but genuine connections with the right stakeholders are invaluable in a crisis.
Those who care about a university expect and demand a strategic and credible response when there’s trouble. With a new academic year fast approaching, now is the time for higher education leaders to create the plan and infrastructure to successfully navigate the turbulent times ahead.
