I have been following the media coverage closely since last night’s tragedy at Trolley Square. Having managed more than three dozen crises from murders, kidnappings, accidents, arrests to executive salary controversies and terminations, I view stories like these through a different lens.

It is impossible for most to comprehend how challenging it is to try to manage a crisis situation with its ever changing dynamics, the drama taking place behind the scenes especially in the executive suite, and the speculation that runs rampant. It is usually apparent from an organization’s response as to whether or not they are executing a current crisis plan, as well as if they working with an experienced crisis communication professional.

It never ceases to amaze me the attention and exorbitant fees companies and individuals in the midst of crisis are willing to pay for anything that can help to ease the pain. Yet, on the flip side, ongoing crisis planning and preparation seems to be a low priority or even an unnecessary expenditure.

In the case of Trolley Square’s planning and response, the jury is still out. So far, the initial statement released last night was thoughtful and well written. Because of the unfolding drama, investigators and witnesses have dominated the coverage and mall management has been more of an afterthought. Today will be the beginning of a much larger test for Trolley Square as it faces tough questions regarding its role, if any, in the incident, ongoing security and reopening for business.  

I have been asked by a couple of local media organizations for my perspective regarding when the mall should reopen and how it should respond. Many of my answers revert back to crisis planning. It is important to understand a crisis, or the incident itself often doesn’t result in the greatest damage, it is usually poor response or lack thereof.

A couple of important tips for crisis planning include the following:

1. It is imperative for an organization to identify its key audiences and organize or have a plan for responding to each one. Following two mall shootings in Tacoma, Washington in 2005 and Fort Lauderdale, Florida last December, the media reported shoppers were undeterred when they reopened quickly after the incidents. However, shoppers quoted in media stories commented that employees were distraught and were the only ones mentioning the tragedy. From these sources, it seems apparent that not enough attention, grief counseling and training was provided for employees. 
2. Every organization should get in the habit of meeting regularly to update plans and participate in training. It is a good idea to retain a crisis communication firm or consultant in this process to provide an outside perspective as well as to equip the firm with a deep understanding of your organization and planning so they are empowered to assist in the event of a crisis. In addition, my clients tell me that their top executives are less likely to cancel or postpone crisis planning because of the investment in my firm’s involvement. You also may want to consider retaining a firm or consultant outside of those who already provide public relations services to your organization in order to preserve legal privilege.       

You never know when a crisis situation big or small may suddenly impact your organization. You can never be too prepared even for circumstances that seem unthinkable.