YOU'D BETTER HAVE A HOSE IF YOU WANT TO PUT OUT THE FIRE: The Complete Guide to Crisis and Risk Communications, by Renee Henry

YOU'D BETTER HAVE A HOSE IF YOU WANT TO PUT OUT THE FIRE:
THE COMPLETE GUIDE TO CRISIS COMMUNICATIONS
by Rene A. Henry

“If you don't think a crisis can happen in your company, organization or institution ...
today
you need to order YOU'D BETTER HAVE A HOSE IF YOU WANT TO PUT OUT THE FIRE...
THE COMPLETE GUIDE TO CRISIS COMMUNICATIONS

“With professional tips, tactics, dos, don'ts and case histories, this book is the complete
guide to crisis communications.

“Crises have no boundaries. Anyone is vulnerable. A shooting or other violence in the
workplace. A product recall. An accident that releases a toxic substance in the air. Sexual
harassment. An explosion. A natural disaster - flood, tornado, hurricane, earthquake.

“The better a management team is prepared, the better it will be able to communicate
and contain an incident before it becomes a crisis. This should be required reading for
anyone running a successful enterprise in today's crisis-prone environment. For a senior
manager, it could be job insurance!”

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"Designed to aid workplace emergency response, chapters cover workplace violence,
natural disasters and the environment. Case histories illustrate strategy, tactics, dos and
don'ts." - Professional Safety, June 2000 (Journal of the American Society of Safety
Engineers)

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"Rene Henry's book is chock full of good and bad examples of public relations during
crisis situations." - The PR Network, June 10, 2000.

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"... Henry sorts out the right and wrong ways to respond to incidents. Actual events are
provided to help the reader understand the situation and how it could have been handled
differently or how it was handled correctly... A crisis can arise at any time, and this book is
an
excellent tool to use towards the best possible outcome." - Athletics Administration, June
2000, the official magazine of the National Association of College Directors of Athletics.

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"Finally ... hands-on crisis advice that can be implemented quickly in a pressure
situation. This book is the closest thing to business preservation insurance that you will find.
Keep it with all the other emergency numbers and manuals you rely on, because sooner or
later, you're going to need it." - Fred Thompson, Managing Partner, Earle Palmer Brown.

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"Every person, organization, company, city and industry that has been involved with,
anticipating or subject to a crisis should purchase a copy of this book. This book is a
time-tested recipe for how to handle, circumvent or control a crisis." - Dr. Marilyn
Kern-Foxworth, Garth C. Reeves Endowed Chair, School of Journalism, Florida A&M
University.

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"This is a useful, down-to-earth, real-life, no-nonsense approach to crisis
communications. It is up to date and rich in case histories." - Dr. Priscilla Murphy, Associate
Professor of Journalism and Head of the Doctoral Program in Mass Media and
Communications, Temple University.

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"The need for this book is not just at the highest level of major organizations ... the
manager of a paint factory, the FBI head of station, the manager of a supermarket, a college
president facing some athletic or academic scandal - the list is endless. This is better than
the One Minute Manager." - Anthony G. Dempster, Houston Management Consultant and
former Senior Executive with Shell Oil Co.

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“Rene Henry has written a book, which should be placed in the hands of every CEO, used in
every classroom where crisis communication is taught, and purchased by every
professional. The book provides reasons for crisis preparedness, the actions or steps to
take in a crisis, case studies that reinforce key points, summaries, and references for each
chapter that enable a scholar or professional to delve further into his sources.

“Henry's book not only draws on the work of virtually every expert and scholar in the field, but
also is rich with his own 35 years of personal experiences in positions such as executive
director of university relations of a major university, head of two Washington, D. C.,
government agencies, and as founder of an international public relations firm.

“The book opens with a chapter on vulnerability that should create an understanding of crisis
planning need on the part every executive reader. In fact, those of us in communication
areas
would do well if we could influence the book's use in MBA programs throughout the nation.
This component in MBA training would make the work of public relations professionals a
hundred times easier and create an understanding of the media training needs on the part
of
all future managers.

“Other strengths of the book are excellent chapters and sections that clearly define the steps
for preparedness, the management of a crisis, and for recovery from what may appear to be
a total crisis disaster. The content on handling the media and in working with legal counsel
are worth the price of the book.
“Among the excellent case studies cited are those that address sexual harassment, natural
disasters, healthcare issues, environmental crises, and violence. University public relations
and crisis needs receive considerable attention because of Henry's own experience in this
area. Henry's knowledge of the crises related to the relocation of a Texas A&M Swine
Center to another area of the community to accommodate the construction of the George
Bush Presidential Library, the conflict between the Texas cattlemen and Oprah Winfrey,
Coca-Cola's European nightmare, and an Ashland oil and gasoline spill make the book
especially enjoyable reading.
In his conclusion, Henry makes the point that counseling senior management in a crises
situation is not for the novice. He also cites the wisdom of Harold Burson in pointing out the
new need for expertise in how to deal with chat-board rumors and dissemination of true and
false information on the Internet. As Henry makes clear, American management is more
exposed to the potential of crisis situations than at any previous point in history.”
- Melvin L. Sharpe, APR, Fellow PRSA

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CONTENTS

The Best Insurance - Be Prepared
- a vulnerability checklist and ideas for a crisis management and communications plan.

Managing the Crisis
- how to deal with the situation at hand.

Who Said "Silence Is Golden?"
- learn how to deal with attorneys and why you never say "no comment" and why it is all right
to say "I don't know."

You Can Fight Back and Win
- see how companies, when unfairly attacked, have taken the offensive; know when you have
been libeled.

Even the Government and Military Make Mistakes
- this chapter focuses on case histories of the federal government and military that can be
adapted to any situation.

Natural Disasters - Don't Argue With Mother Nature
- how to make it work in the most devastating of disasters.

Foul! Is This Anyway to Play the Game?
- sport has contributed more than its share of crises - teams, players, coaches, owners and
even officials.

The Aggie Pigs and President Bush
- a university moved its pig farm and impacted minority families, employees and the
community.

Do The Right Thing
- a lesson plan as a guide to follow.

Institutional Arrogance in the Ivory Tower
- how the institutional culture of higher education contributes to crises.

What Death Means to Healthcare
- what unexplained deaths, kidnaping of a baby or a bacteria outbreak can mean to a
hospital.

Dealing With Violence in the Workplace
- from sexual harassment to shootings in schools and offices.

Profit By Being Green
- the Environment - more lessons to learn from.

Closing the Book - After An incident

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EXCERPTS FROM YOU'D BETTER HAVE A HOSE IF YOU WANT TO PUT OUT THE
FIRE:

RESOLVE THE CRISIS BEFORE IT BECOMES MAJOR

“The objective of crisis communications is to contain the problem and resolve the conflict
as quickly as possible. While some crises are unavoidable, others are exacerbated because
of the way they are mishandled. This may be as simple as not returning a telephone call or
not taking the time to listen to a customer complaint.

“No CEO, director, senior manager, employee, stockholder or customer wants to see
negative headlines and stories repeated again and again in newspapers, magazines, and
on
television and talk radio. A continuing crisis generally will follow with editorials, op-eds,
letters to the editor and satirical political cartoons. Depending on the type of crisis, chances
are that it will be written into a joke, monologue or skit for "Saturday Night Live," Jay Leno,
David Letterman and Conan O'Brien. If political in any way, it may be further exploited by
television's Mark Russell and political cartoonists Paul Conrad and Herb Block. Garry
Trudeau, creator of the "Doonesbury" comic strip, took Nike to task for its overseas
manufacturing and labor practices and domestic marketing practices. Millions of daily
newspaper readers saw the satire criticize Nike for several months. Jokes and other
uncontrollable gossip and rumors will flourish -- especially on the Internet with its myriad of
bulletin boards and chat rooms.

“There is always the probability the crisis could become a television "movie of the week"
or a feature film, either in a true sense or one where the incident is fictionalized for legal
purposes. In the case of a film, the crisis will be replayed for as many as 7 to 10 years -- first
in movie theaters, then followed by video sales, rerun theaters, television, foreign distribution,
primary cable networks and then secondary cable networks.
“A best-selling book, "A Civil Action," and a film based on that book, again made public
a 1980 environmental lawsuit against W.R. Grace. Although neither proven in court nor
supported by scientific research, the lawsuit alleged that Grace and Beatrice Foods had
contaminated the municipal wells and drinking water that caused illnesses to the residents of
Woburn, Massachusetts. The Disney/Touchtone film was released in December 1998 with a
$25 million promotional budget. While Grace had taken significant steps to improve its
environmental policies and programs during the past 10 years, it felt the movie painted an
inaccurate and misleading picture of the company.”

FROM CHAPTER 3 - MANAGING THE CRISIS

“Being prepared is only part of the public relations and communications challenge during
a crisis. How a company or organization responds when a crisis actually happens is the
ultimate measure of success or failure.

“Was the plan effective? Was the right spokesperson chosen? Was the response
timely? Was the response believable? As soon as possible after a crisis, it is important to
bring the team together for a critique.

“You have to be flexible because every aspect of every crisis cannot always be
anticipated, even with the best of planning and "What if?" sessions. Members of the crisis
team and their principal deputies needs to be empowered to know they can act on their own.
They must be entrepreneurial and know when to take the lead.

“The rooms you had planned to use for media briefings and a working pressroom may
not be usable because of an explosion or fire. You planned for a backup facility, but is it
available?

“Communications is your key to coordination. But what if you telephone system, which
provides not only your regular service, but your cellular phones, computers and faxes, is out?
An Illinois Bell System fire knocked out phone service to tens of thousands of Chicago-area
customers for weeks.

“A similar problem occurred in New York City several years earlier. In 1959, the U.S.
Army Corps of Engineers projected that a high-tide hurricane affecting New York harbor
would shut down phone service for a month or more in Manhattan. The communications plan
for a catastrophic California earthquake anticipates that land-based telephone service will
be
disrupted during the first 24 to 36 hours of the emergency period.

“Radio is the communications mode of choice for emergency managers because it is
portable, available and versatile. Battery-powered radios are not susceptible to downed
wires, loss of power, damage to switching stations or inundated switchboards. How the
communications system works depends on how it links to other essential parties -- your own
team, emergency response, fire, police and media.”

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ABOUT THE AUTHOR

“Rene A. Henry has had diverse careers in public relations, sports marketing, housing
and construction, television and entertainment, politics, higher education, government
service
and as a trade association executive. In the 1970s he cofounded what became the second
largest marketing PR firm in the West with headquarters in Los Angeles and offices in New
York, Washington and Paris. lie directed the international media campaign to bring the 1984
Olympic Games to Los Angeles; was president and CEO of the National Institute of Building
Sciences; organized the coalition of athletes and entertainers to help elect George Bush
president; and served on the executive cabinet of the president and headed university
relations for the third largest university in the U.S.

“He is the author of Marketing Public Relations - the hows that make it work! and How to
Profitably Buy & Sell Land and co-author of MIUS and you - the developer looks at a new
utility concept and Bears Handbook - Stories, Stats and Stuff about Baylor University
football.
RENE H . HENRY, Fellow PRSA, is director of the Office of Communications and
Government Relations for the mid-Atlantic states region of the U.S. Environmental Protection
Agency based in Philadelphia. He has had diverse careers in public relations, sports
marketing and management, housing and construction, television and entertainment, politics,
higher education and as a trade association CEO.

“In the mid-70s, he co-founded ICPR which became the second largest international
public relations firm in the West with headquarters in Los Angeles and offices in New York,
Washington and Paris. It was the first PR or advertising agency in the U.S. to establish
Hispanic Marketing and Sports Marketing Divisions. He has counseled Fortune 500
companies, leaders in entertainment, sports and politics, and even foreign governments, on
a
myriad of issues and crises.

“Henry also was president and CEO of the National Institute of Building Sciences
(Washington, D.C.); worked with Mayor Tom Bradley and his team to direct international
media activities to help Los Angeles get the 1984 Olympic Games; and was a senior
member of George Bush's 1988 presidential campaign staff. He later served in the Bush
Administration and was a member of the team at the U.S. Department of Labor that
researched and wrote The Glass Ceiling Initiative.

“Prior to joining EPA, he was executive director of university relations and on the
president's executive cabinet for more than four years at Texas A&M University. He has also
advised the Chilean government on manufactured housing and how to create a secondary
mortgage market.

“He has created and produced award-winning videos and television documentaries and
authored books on land investment, utility cogeneration, sports and public relations. His
Marketing Public Relations-the hows that make it work!! is used by professionals, professors
and students. Offsides, a book about referee Fred Wyant's 27 years of officiating in the
National Football League, is scheduled for publication in mid-2000. His other books are How
to Profitably Buy and Sell Land; Bears Handbook-stories, stats and stuff about Baylor
University Football; and MIUS and You - the developer looks at a new utility concept.

“His honors include three Silver Anvils from the Public Relations Society of America, two
CINE Golden Eagles, three Creative Excellence in Black Advertising awards, the Clarion
Award for Human Rights from Women In Communications, Distinguished Citizen Award from
the PRSA Los Angeles chapter, "Best In Texas" Silver Spurs, a silver and two bronze
medals
from WorldFest Houston International Film Festival and numerous awards and citations from
professional organizations for campaigns and excellence in public relations.

“He also is a member of the Academy of Motion Picture Arts & Sciences and the
Academy of Television Arts & Sciences. He has judged the Primetime Emmy awards eight
times as well as international film and TV festivals in Italy and Hungary. He is chair-elect of
the
College of Fellows of the Public Relations Society of America.

“He received his A.B. degree in economics from The College of William & Mary and did
graduate study in marketing at West Virginia University.”

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2000, 308 pages. Order #DR465.
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Crisis Management, Crisis Communication

You'd Better Have A Hose... (Rene Henry)

Rothstein Associates Inc.