Prior to September 11th, when was the last time you heard of a politician having an 85-90% approval rating? Probably never.

Former NYC Mayor Rudy Guliani achieved this because of his strong yet compassionate leadership in the aftermath of the terrorist attacks on his city.

Through my tears for the human tragedy that was unfolding just 50 miles from my home, I watched from the perspective of a crisis management consultant. I was interested to see how the Mayor would communicate during this period of monumental crisis. Now that it is some months after that horrific event, I'd like to share some thoughts on what I observed. Perhaps it will help you prepare yourself for less catastrophic but still distressing crises that could occur in your company.

• Be COOPERATIVE: The Mayor knew from years of experience that he had to make himself personally available to the press immediately. Any attempt on his part to avoid or delay meeting with reporters who were under the gun to relate the latest news would have led to miscommunication, rumor, and possibly panic.
• Maintain CONTROL: He and his staff quickly set up a room for the media where they could be assured he would come to report the latest news. You do not want the media wandering around, getting in the way of emergency responders or officials trying to do their jobs.
• Demonstrate CARING AND CONCERN: Expressions of compassion for those who have been victimized by an incident are always in order. Don't let your lawyers talk you out of this because they are afraid it will be interpreted as an admission of legal liability. Work with your legal advisors to find the best ways to word your expressions of condolence and comfort, but be sure to show kindness. Judges tend to throw the book at organizations which appear callous and uncaring.
• Display COMPETENCE: Some executives and managers believe that, because they have achieved a position of authority, they somehow know instinctively what to do and say in a crisis. Many have learned that, sadly, this is not necessarily the case. Planning, preparation, and practice promote competence. When David Letterman asked the Mayor how he seemed to always know the right things to do and say, Rudy's answer was, "We DRILL on these things."
• Be CREDIBLE: There are two major components of credibility. The first is to never lie. Hiding or even shading the truth will come back to haunt you. Some days after September 11th, even when the families of the victims did not want to hear the truth, the Mayor had to tell them the chances of rescuing anyone alive were extremely remote. The other aspect of credibility has to do with not speculating. Even though the media pushed for definite answers to important questions, if the Mayor did not have certain knowledge, he refused to be stampeded into an answer just to satisfy them.
• Be CONSISTENT: Speak with one voice. Be on the same page. Get your story straight. These are ways to express this vital component of crisis communications. If a situation is long-term, where several spokespersons must be used, they must all coordinate their messages to prevent confusion or the impression that things are not quite as represented. Even slightly different versions can damage credibility. The Mayor and his deputies/department heads obviously briefed each other prior to appearing in front of the media.
• Speak with CLARITY: Several things come into play here. Even when exhaustion is inevitable due to lack of sleep, try not to mumble. Do not use jargon or technical language. If a 5 cent word expresses your thought well, do not use a 50 cent word because you think it will impress people. Your goal is to communicate clearly.
• Be CONCISE: This is a skill that comes with practice. The public does not want long drawn-out detailed explanations in the first throes of a crisis. They want the basic facts - as many as you can provide. The media is looking for "sound bites" - concise, memorable descriptions that conjure up a mental picture and lead to understanding. If your major message is buried among unimportant details, it may all end up on the editor's cutting room floor. Rudy was excellent in his ability to respond with answers that were to the point.
• Keep CURRENT: Reporters have to know for a fact that they will be kept up to date with the latest developments if they stay in the designated media center. If too much time passes between briefings, they will become impatient and wander off to talk to other sources - anyone who will grant an interview.
• Act with CALM: Note this does not say "BE calm." In a serious crisis, it would be a rare individual who would not be anxious. But a person who can demonstrate a steady confidence is highly regarded. If your company experiences a crisis of any kind, you would be well served to remember the example set by Mayor Guliani as he led New York City through some of the darkest days anyone could ever imagine.

Judy Hoffman is an author, speaker, and consultant who specializes in the areas of dealing with the media during a crisis and handling angry people. 

She can be reached at jchent@frontiernet.net and you can find out more about her at www.judyhoffman.com