More often than not, care homes are well-managed, happy and welcoming places – full of dedicated staff who carry out their important responsibilities with extraordinary commitment, warmth and affection. At the same time, they are complex organisations that are entrusted with the great responsibility of looking after some of the most vulnerable and frail people in our communities. Because of this, they are arguably at higher risk of adverse publicity and lasting reputational damage than other types of business.
The impact of a crisis on the reputation and, ultimately, bottom line of a care organisation can be serious and – if not adequately managed – have a long-lasting and negative impact on your reputation. Threats to an organisation’s reputation come in many different shapes and size and an exhaustive list would take up several pages. Some of the more common examples include negative or mixed CQC reports, incidents involving members of staff, the closure or withdrawal of services, and complaints from residents and their families. Whatever form they take, any crisis – however small they may seem at first – can quickly spiral without prompt action.
Fail to prepare, prepare to fail
When it comes to dealing with a crisis situation, preparation is the best form of defence. Crisis planning should be a standard part of an organisation’s risk management processes. Senior management should put in place clear processes detailing the steps to be taken in the event of a crisis. What will be the process for handling incoming media enquiries? How, when and what should we communicate with residents, families and other stakeholders? Who will be on the crisis team that will meet regularly, ensure that appropriate actions are being taken, and review progress? These are questions that decision-makers should be able to answer before a crisis hits, rather than when the phones are already ringing and angry families are already queuing up outside the front door.
Crisis-preparedness is not just a matter of having the right processes and procedures in place. It’s also a matter of fostering an open, transparent and ‘crisis aware’ internal culture. Staff at all levels can provide a valuable ‘early warning’ system, alerting senior management to problems at an early stage – but only if they know how to recognise a potential issue or crisis, and are clear on how and to whom they should report them. It is worth considering how this can be integrated as part of a structured induction or learning process – and more than worth the time and effort involved. After all – it is far better to hear about a problem from a member of staff, when action can either be taken to mitigate the problem or, at the very least, a communications plan can be drawn up, than from a journalist on the other end of the phone who is demanding immediate answers!
Handling a crisis
What should organisations do when a crisis hits or might be looming? The first and most important point is that prompt internal discussion and action is vital. In today’s permanently switched-on, digitally-driven world, bad news travels quickly and rumour and speculation can swiftly metamorphose into something altogether more serious. In the fast-paced, highly charged atmosphere of a crisis situation, this poses a challenge. On the one hand, where an issue has sprung up without warning, organisations will understandably want to gather the facts before sharing any information externally. At the same time, pulling down the shutters, remaining silent or – worse still – saying no comment is always to be discouraged, as it will simply create the perception that you have something to hide. The safest bet in this situation is a holding message, in which you can acknowledge the concerns raised without admitting fault, and explain your next steps. The aim is to show that your organisation is responsive, in control and sympathetic to concerns –while still buying some time establish the facts and agree next steps.
Deciding who to communicate with, and via what method, is as important as the content of the communications. This needs to be mapped out – ideally as part of prepared crisis management plan but, failing this, at the earliest opportunity at the start of any crisis. Any care organisation will have multiple ‘stakeholders’ or audiences – from the people they look after and their families, to local healthcare partners, media and influencers such as councillors and MPs. With such a variety of audiences, the devil is in the detail and careful though needs to be given to making sure that the right people hear the right messages at the right time… and in the right order. After all, you don’t want families hearing about unwelcome developments from a statement you have released to media, rather than through a direct communication, such as a letter, than should have come directly from you!
Organisations must also ensure that they are communicating consistent messages across all communications channels. It is no use saying one thing in a letter to residents, and saying quite another thing in statements to media. The devil is most definitely in the detail and even small changes in tone, emphasis or content can create a perception of inconsistency or, worse still, duplicity. Remember, however, that although coordinating multiple communications channels can be a challenge, they can also provide opportunities in a crisis situation. Gone are the days when an organisation relied solely on a third-party, such as local newspapers, to communicate to a wider audience. Your ‘owned’ channels such as social media, newsletters and websites allow you to communicate directly, using your own messages, to stakeholders.
The long game
Making a crisis disappear overnight is beyond the wit and abilities of even the most consummate PR professional. The reality is that there is no quick fix when one is dealing with reputation management and recovery. Policy and action needs to come first – have you taken meaningful steps to resolve the issue or mitigate against the risk of it happening again? Only once this has been done can you begin your counter-attack, and through a mix of positive stories and sensitive follow-up communication with stakeholders, leave your reputation repaired – and in some cases even enhanced – allowing you to focus on what you do best: provide high quality care and compassion for those who need it most.
Alex Goldup is a communications consultant at The PR Office and has advised a number of care homes, care organisations and care charities on reputation management and PR.
