Dialogue

Roger: [executive director of a regional food bank, on the job for 18 months]

Thanks for seeing me on short notice, Dawn. We have a developing situation, and I need to inform you of it and get your advice about how to handle it.

Dawn [board chair of the regional food bank; board member for six years, chair for three years]:

Of course, Roger. Tell me what’s going on.

Roger: Yesterday one of our field supervisors was taking a staff person to task for a somewhat minor mistake (she incorrectly entered information in a logbook). Unfortunately, the field supervisor used a racial epithet in the course of reprimanding her. The staff person left work in tears and has indicated to me today in an email that she will be filing a formal complaint and notifying the local press of our racist environment. I understand that this could be very bad for the reputation of the food bank, particularly since we serve a population that includes many people of color.

Dawn: Yes Roger, this is quite serious. I’m glad you notified me immediately. How do you propose to address this situation?

Roger: I was hoping you would have some advice for me.

Dawn: Have you looked at the food bank’s crisis management plan?

Roger: Actually, no. I didn’t realize that we have a crisis management plan.

Dawn: I’m so sorry, Roger. That should have been covered in your orientation to the organization. If it wasn’t, I’ll address that later with the personnel committee.  Now, however, we need to deal with the immediate situation. 

You will need to begin to address this before it gets into the press and you are asked about it. If an inquiry is warranted, start it immediately. Do not drag your feet or wait until it appears that you are being pressured into looking into it. You need to be as proactive and transparent as possible within the constraints of our personnel and grievance processes. You do not want to appear to be covering anything up or to be insensitive to racial issues. And, of course, you cannot get ahead of our grievance processes. Get with HR today and have them help you begin your response.

Roger: If this goes public, is this mine to address, Dawn? Or do I defer to you here?

Dawn: Alas, Roger. This is all spelled out in the Crisis Management Plan. You are the lead spokesperson for the organization in situations that have the potential to cause reputational damage to the food bank. I’m the fallback, second line of defense, in case you falter or cannot credibly speak for the organization. Let’s hope we don’t get there.

There are a number of steps you need to take in addition to meeting with HR, beginning with calling the crisis management team together.  Their help with thinking this through will be invaluable. I suggest that you go back to your office, review the plan and hold a team meeting to discuss the situation and possible responses to it. Naturally, if you have any questions, I will be here to consult with you.

I expect you to brief me when you have an action plan and are seeking a green light to put the plan in place.

Roger: Thank you, Dawn. I’ll keep you closely informed.

Takeaways

• What could go wrong?  Almost anything. 
• The role of the board chair is to assure that there is a crisis management plan. The role of the executive director is to implement it when a crisis arises.
• Have a written Crisis Management Plan and be sure that it is reviewed annually (and whenever there is a change of personnel in crisis management roles).
• Smooth execution of a crisis management plan takes practice. Practice the plan at least once each year in tabletop exercises.
• The plan should define roles and individuals who occupy them (convener, internal communications, external communications, liaison to emergency services, human resources, procurement, budget, technology and so on.)
• The entire organization needs to be aware of the crisis management plan.
• In a crisis, avoid appearing defensive. Be as transparent as possible. Don’t let your lack of cooperation or the appearance of a coverup become the story.
• The executive director must keep the board informed. The ED may need the board chair to speak on the organization’s behalf.