CKSyme.org - 3 Tips to Relieve the Pressure in a Crisis: the University of Virginia Saga Rolls On

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The decision to remove a popular leader is never easy. When the University of Virginia?s Board of Visitors recently forced the resignation of president Teresa Sullivan, the reasons and issues surrounding her ouster were not clear. The Richmond Times-Dispatch had reported that Sullivan was blind-sided by the firing, but according to the same article, others on campus had known about the plan for a while. The action was further complicated by the fact that the forced resignation was driven by a rector on the board and a full board vote was never taken on the action. Now, a move to reinstate Sullivan is taking hold and is setting up a showdown between the board and Sullivan?s many supporters.

An issue like this one is like the Old Faithful geyser in Yellowstone Park. It bubbles and builds up pressure underground until the only option left is to blow. Here are three tips that can help relieve the pressure that may cause a crisis to explode.

1. Maintain a culture of openness, starting with the first warning signs. At Yellowstone Park, you can?t miss Old Faithful.? The landscape around the geyser looks pretty nondescript?a large piece of bare land surrounded with an arena of bleachers and buildings. But the park has built an elaborate system of signage and barriers to keep people away from the danger of the attraction. They are not secretive about where the geyser is because there is a safety issue that overrides the entertaining of visitors. In crisis, always keep the invested people in the loop of information.

At Virginia, it appears there was a small group of people ?in the know? behind the scenes, but the president was kept in the dark. This covert action is a recipe for disaster as it establishes a cloak of secrecy that sets the stage for everything that follows.

2. Always schedule a time for a crisis to explode, if possible. When you visit Old Faithful, you will find a schedule of approximate times the geyser will blow. It is a courtesy to the tourists so they can plan the amount of time needed to sit and wait for the expected event. It also helps the park manage the sheer amount of people that ebb and flow around the geyser?s timetable.

When you know a crisis can erupt as a result of an action (such as a firing, a released report, a legal proceeding), be prepared. Have your crisis communications plan fully implemented and prepare messaging for the media onslaught. Have your listen system in high gear, a triage response protocol ready, and a team of personnel ready to handle the influx and disseminate information. Don?t force people to make up their own stories due to your lack of information. Take messaging leadership and be your own media.

At Virginia, the surprise of the event only exacerbated the crisis. Questions went unanswered, and reasons for her dismissal were not clear. The ambush caused a feeding frenzy in the media and a lack of consistency in the university?s communications.

3. Never let one personality drive a triggering event. ?If I had a nickel for every time an unchecked leader triggered a crisis?

The events at Virginia might have been less impactful if the full Board of Visitors had been involved in the? removal of the president. The rector that pushed the envelope seemed to be fueled by a fear that the university was falling behind, and was unhappy with the pace of change set by Sullivan.

The disturbing reality is that there didn?t seem to be a system of checks and balances in this situation that kept small factions from developing blind spots. Make sure leadership teams have oversight and accountability. The minute people take an issue underground and out of the organization?s sight, a crisis starts to bubble. Sooner or later, it will blow.

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