January 2006
Step-by-step: Crisis management
Five steps for developing a plan, communicating during a crisis and dealing with the financial impact
By Dawn J. Grubb

1. Have a plan. Whether it’s a formal, detailed document or an informal checklist of action steps, it’s critical to have a crisis management plan in place when emergencies arise.

Some common components that should be included:

Contacts. Keep a list of emergency contacts for staff/volunteers, vendors, insurance agents, attendees and exhibitors handy. It’s also wise to have another team member keep a copy of your plan, have one at registration and one with someone back at the office.

Communication. Develop a process — and designate a person — for distributing information to the masses.

Chain of command. Let your entire show management team know who’ll make key decisions during a crisis. Remember, if an emergency happens on-site, you’ll need to defer to the facility and/or local authorities and follow their emergency plans.

Logistics. Designate response teams to work directly with  attendees, exhibitors and suppliers.

2. Get advice from experts. Contact the facility and other vendors, such as the general service contractor, to inquire about their emergency/crisis plans.

Contact other show managers who have been through a crisis at their show.

Learn from the experts outside the industry. A few books we recommend: Managing Crises Before They Happen: What Every Executive Needs to Know About Crisis Management, by Ian I. Mitroff and Gus Anagos; The PR Crisis Bible: How to Take Charge of the Media When All Hell Breaks Loose, by Robin Cohn; Crisis Management: Planning for the Inevitable, by Steven Fink.

Tap Web sites, such as the Public Relations Society of America Crisis Management Resource Center, which contains a number of resources on crisis management.

3. Keep communication flowing.
• Counteract misinformation by providing regular updates to  your audience. Give hourly updates if possible, or daily updates at the very least.

• Utilize your Web site, listserv, fax and phone to distribute breaking information. Also, designate a central location for information on site should power be lost, mobile phones not operational, etc.

• Designate a PR person to handle communications — both internal and external. Be prepared: Local or national media may request interviews, so develop a list of resources (those affiliated with your show or industry who can give media interviews), key talking points and relief updates.

4. Plan for the financial impact. Avoid the financial hit and keep your event afloat with these safeguards:

• Consider insurance. For more on this topic, see Cheat Sheet: Cancellation insurance, p. 54.

• Liquid assets. Designate short- and long-term investments and loans as cash reserves that you can quickly access for those times when income is delayed.

• Plan some alternatives. Our sources suggest creating an online marketplace or producing a scaled-down event later in the year.

5. Revisit and revise. Review your crisis management plan at least once a year, and update as needed.

Discuss “what if” scenarios with your show management team and/or association executive committee. Show moving to California? Talk about your response should an earthquake occur.