You've heard the old joke: "You know it's going to be a bad day when you walk into your office and find 60 Minutes waiting." You probably congratulated yourself for having the good sense to run a small business-one that would never have the kind of crisis the news media would pay any attention to. Think again.

Large companies have plane for uncountable contingencies, says Jim Sayer, Ph.D., professor of communication at Wright State University and a consultant who helps companies develop crisis communications plans. "But," he warns, "even a mom-and-pop business can easily be front page news."

That happened recently when hundreds of patrons became ill after eating meals at a Milano's Pizzeria and an Arby's restaurant. Owners, managers and public relations handlers scrambled to put the best face forward.

Serve a few sandwiches to people who say they got sick after eating in your restaurant, and you'll have plenty of time to watch yourself on the 6 o'clock news because your customers will have disappeared, warns William M. Piecuch, president of Piecuch Communications. So, too, could your bankers and vendors, he adds.

Whether or not the business is at fault, the media shoots first and asks questions later. "News coverage is so quick and so sensational that they can literally put a company out of business," Piecuch said. "People are starting to realize that they can't afford not to be ready.

A couple of years ago, a white cloud went up over a small electroplating company in east Dayton. Almost instantaneously, reporters were converging on the business, along with fire, EPA and HAZMAT officials. A television station's helicopter was hovering overhead. A radio station was reporting east Dayton was being evacuated. And a television station had located a university professor who explained the chemical involved was similar to the one that killed thousands in Bhopal, India.

The business owners knew it wasn't true: The white cloud had been created when high humidity accelerated the chemical reaction of a non-toxic stripping solution. But a very different scenario was being presented to the public--and it was getting worse by the minute.

Crisis plan needed

This is when you need a crisis communications plan; one that spells out what to say to the media, and who says it.

Officials at the electroplating company contacted Piecuch Communications, which had the situation under control in a half hour, according to Sam C. Yates, vice president. The Piecuch staff made sure the media did not have access to employees unauthorized to speak for the company. They also helped the president prepare statements, and coordinated those statements with fire officials so that no conflicting information would be released. Once the media understood this wasn't a big event, they left, Yates said. What started out as the biggest news story of the week wasn't even mentioned on the evening news.

But if the company had not been able to take control, it's likely the media would have entered the building and taken pictures of anything that even looked hazardous, creating a bad image that would have been hard to dispel, Yates said. Neighbors who believed the cloud contained dangerous chemicals might have sued.

Instead, as soon as the furor subsided, Yates advised the company president to walk around the neighborhood, reassuring people and apologizing for the confusion. That was picked up by television reporters, turning a potential negative into a positive for the company. "They headed off a huge crisis and also created a positive image in the community, Yates said.

Whether you hire a company to handle crisis communications for your small business or create a detailed plan on your own. experts say a well thought out plan is essential for keeping a crisis from turning into a disaster.

Sayer defines crisis communications as "a pre-planned system of communicating information both internally and externally to deal effectively with any situation that might affect a company or corporation."

Experts' suggestions offered

Sayer and Piecuch offer several suggestions for developing and carrying out crisis communications plans that will help contain negative publicity and regain public confidence. One of the most important, both say, is to never say, "No comment." It implies guilt. Be courteous and responsive and look for opportunities to get out a positive message, such as the steps your company takes (or will take from now on) to prevent such problems.

Sayer:

Designate two or three people in the company to be in charge of communications when necessary. They should be able to communicate internally and externally, including with the media and government agencies.

Provide training that includes dealing truthfully and effectively with the media. Spokespersons should learn how the media functions; what they are interested in; what they do and why they can't do what you wish they would do; and how to use the media to get out a positive message. I

Be sure training includes information about the nature of communication within organizations. This will make it possible to use the team approach in developing a crisis plan that includes everyone in the organization.

Communicate internally as well as externally, using as much person-to-person communication as possible. Allow employees to ask questions and raise concerns so they will understand the company position and be able to allay the concerns of their families and friends.

After the crisis, immediately evaluate the situation--not only how it turned out, but what worked and what the weaknesses were. Decide what you need to add to the plan.

Piecuch:

Establish a media response plan and make sure everyone in the company knows what to do when the media appears or calls.

Respond immediately and courteously but remember that you don't have to allow the media inside your building.

Designate a spokesperson who has a grasp of the facts and can articulate them under pressure. It's not always the person with the most flair, but one who is calm, truthful and thoroughly understands the situation and company policy.

Research potential dangers; ask what if?"

Provide training that includes on camera practice and opportunities to answer tough questions about the company.

Yates offers these media tips:

Be on the record.
Express facts — not opinions.
Can the jargon--acronyms and technical jargon hinder communication.
Avoid "No comment" - it immediately connotes guilt.
Live with "I don't know" - stay within your area of expertise.
Make it brief.