In this fast-paced and unpredictable industry, emergencies are everyday occurrences. Absent workers, broken equipment, late deliveries-these events can cut into profits and make an operator's life a constant challenge.

On occasion, however, a true crisis occurs-one that closes the operation or endangers the well-being of a customer or employee. These crises can be as obvious as a customer injury by a broken banister or as subtle as a foodborne illness caused by a sick worker or improper food handling.

These dangers can occur in any operation, large or small, and can cause damage to the business and reputation of even the most well-established operation. Because few businesses are prepared to deal with the media coverage and possible litigation that may accompany such disasters, all operators should be armed with a comprehensive crisis management plan in advance.

A crisis management plan cannot work miracles, but an operator who has prepared for disaster is going to be in a better position than one who is not. Your establishment's crisis management plan must be adapted to the needs and limitations of your particular operation. The crucial fact to remember is that preparation increases the odds in favor of a positive outcome.

1. Pre-Crisis Preparation
   Effective crisis management begins before a disaster strikes. Because a restaurant or tavern can be fertile breeding ground for a crisis, an alert operator should assume that, despite his past record, sooner or later a crisis of some magnitude is bound to occur.
   
   Designating a Crisis Team The first and most important step in forming a crisis management plan is to select a crisis management team. Each operation, no matter how small, should form a group of top management experts who have the authority to do whatever is necessary to control and minimize loss. The basic functionaries needed on the typical crisis management team are:
   Executive Officer: A high-level officer who provides the direction from the top management and who has the responsibility and authority to make the decisions regarding company policy and its position with regard to the crisis at hand.
   Team Leader: A manager or officer who has the overall responsibility for keeping the team updated and directing their action during the crisis.
   Spokesperson: A carefully-chosen public relations liason through whom all information will be disseminated during the crisis-the only member of the team who can make public statements.
   Legal Representative: Someone who can determine the legal implications of the crisis and provide legal guidance to the team.
   Researchers: Other members of the team in charge of incoming calls, gathering and verifying facts about the nature of the emergency, and compiling information to facilitate the formation of position statements.
   Backups for each position should also be designated, and the spokesperson position, especially, should be covered on a seven-day-a-week, round-the-clock basis.
   
   Anticipate Possible Disasters Once you have chosen your crisis management team, sit down with them and consider possible disasters that could occur in your operation. In addition, consider emergencies that might be peculiar to your restaurant or tavern. Before a crisis strikes, you should determine if you have done all you can to protect yourself in case of a disaster. You should investigate the feasibility of business interruption insurance or key employee coverage. In addition, operators recommend that all establishments should hold at least one month's gross receipts in a "Contingency Fund" that can be made readily available in time of crisis. By anticipating the problems that can arise from different disasters, management can ensure that the small details will be taken care of when a potential crisis strikes. All members of the crisis management team should have written checklists clarifying their responsibilities in times of emergency. Taking care of these details ahead of time means that senior level employees will be free to handle the unpredictable or unusual circumstances that are sure to develop.
   
   Prepare for litigation As we are all well aware, we are living in a time of prodigious litigation. After compiling a list of potential disasters, meet with your lawyers to assess how you can minimize your liability if and when a disaster should strike.
   
   Keep your plan current Constantly examine your crisis management plan to keep it current. In particular, note changes in personnel involved with the plan, or changes in activities at the business.
   
   Also, remember that critical issues arise by the second. Monitoring the newspapers and other media to determine how these issues apply to your operation can provide an edge on how to address the situation if it ever comes up.
   
   Educate Employees Because many of your workers deal constantly with the public, poorly-prepared employees can be a weak link in any crisis management situation. Lists of emergency phone numbers should be conveniently posted near all telephones in the establishment. Include both regular and after-hours telephone numbers, as applicable.
   
   In addition, all employees should have access to standardized forms for recording incoming complaints. These forms help avoid forgetting or omitting information that can prove important at a later time.
   
   The most effective way to make things easier for your employees, and yourself, is to educate them to avoid or detect potential disasters. This education process should entail reinforcing proper hygienic practices, responsiblealcohol service, and food handling techniques. In addition, just as they would report any customer who behaves in a drunken or erratic manner, all employees should be trained to inform management promptly about any potentially hazardous situations in the operation such as loose banisters, burned-out light bulbs, carpet tears, or unstable furniture.
   
   Nonetheless, some disasters arc unpredictable and unavoidable, and when one occurs the success of an organization's response depends upon all employees joining together and working smoothly.
   
2. The Disaster Strikes: The Response From Within Your crisis management system should spring into effect at the moment the initial complaint is received or the event is discovered. Although a foodbome illness complaint is used as the example, the principles can be adapted to almost any situation.
   
   The poise with which your employees handle complaints can prove to be of crucial importance. Lower level employees should be instructed to refer all complaints, as soon as possible, to the designated spokesperson or to their immediate manager.
   
   Recording the Complaint
   • Get all pertinent information without "pressuring" the complainant. Use a standardized form to avoid omitting any information.
   • Remain polite and concerned even if you doubt the legitimacy of the complaint. Don't argue, but don't admit liability. Do not offer to pay medical bills, etc., except on the advice of your attorney or insurance agent.
   • Let the person tell his own story--don't suggest symptoms.
   • Be sure to record the "onset" (the time symptoms started). The onset time is helpful in identifying the disease.
   • If possible, try to get a food history. Many people "blame" an illness on the last food they ate, but many illnesses have longer incubation periods. If applicable, try to include foods eaten before and after the person was at your restaurant.
   • Do not offer medical advice. Simply gather the information, remain polite and concerned.Tell the caller you will be back in touch with them as soon as possible.
   
   Employees should be cautioned that any complaint is confidential until its legitimacy has been established.
   
   Evaluating the Complaint After a foodborne illness complaint has been relayed to upper management, the next step will be to evaluate the allegations, so that you can respond accordingly.
   
   Each complaint requires making some sort of a "judgment call" as to its iegitimacy. Unless certain that the complaint is illegitimate, however, the operator should begin the investigation into the complaint. Especially in the case of foodborne illness, a speedy response is the operator's benefit because it demonstrates goodwill and can possibly keep the situation from escalating.
   
   What constitutes a foodborne disease crisis? The U.S. Centers for Disease Control (CDC) defines a foodborne disease outbreak as a situation in which two or more persons experience the same illness after ingesting a common food, and investigation implicates that food as the source of that illness. It is recommended that you add to that definition"...two or more unrelated persons," because members of the same family or dining party often can convince each other that they are ill and that the cause of it is the same food source.
   
   When evaluating a foodborne illness complaint, act quickly. Here are some points to consider while evaluating the complaint:
   • What is the complainant's attitude? If the person is belligerent or demanding, let him vent his frustrations, so you can discuss the facts of the complaint calmly.
   • Examine the reported information for consistency. Did the complainant eat all of the implicated serving or just a bite? (Severity and duration of illness is often doserelated.) Did anyone else in the party have the same food? Did symptoms occur immediately? (Most foodbotne illnesses require several hours incubation.)
   • Compare the complainant's implicated food(s) to others served during the same time period. Was anything different about the complainant's meal? Was this the only complaint?
   
   Based on the information, you may decide the complaint is an isolated case that can be adequately handled by an inhouse investigation. You can attempt to soothe the complainant and win back goodwill by following your policy regarding goodwill tokens. Again, be sure to avoid admitting liability.
   
   Even if you believe the complaint to be an isolated one, you can benefit from reviewing your processes and records for any possible weak link, making any needed corrections, and filing the complaint firm for future reference. In addition. all members of the staff who were aware of' the complaint should be informed of the investigation's results.
   
   Responding to a valid complaint If the complaint was issued by two or more unrelated customers, if a single report was so severe that it involved hospitalization, or if for any other reason you believe the complaint to be valid immediately obtain outside help for the rest of the investigation.
   
   Under what circumstances should the health department be called? This difficult question, like many other management decisions, demands that you apply good judgment.
   
   The safest course is generally to call the health department if you believe the complaint is valid, and certainly if there are multiple complaints or hospitalization involved. The health department will eventually be notified anyway, and establishing a cooperative stance with health officials is to your benefit.
   
   You should consult with your attorney about the specific laws in your jurisdiction concerning your tights and responsibilities, but generally the health department is authorized to: take reasonable samples or suspect foods; embargo those foods to prevent their sale; require medical and laboratory examinations of employees; exclude suspect employees from food handling duties; and, in extreme cases, order the facility to be closed.
   
   When the health department investigators come to talk to you, be cautiously cooperative. Have appropriate records available for review (customer charge slips, dealer invoices, etc.) and allow the investigators reasonable access to what they request to observe. Be frank and candid--don't get caught up in a cover-up. On the other hand, don't feel compelled to volunteer negative information. Again, check with your attorney about legal limits on protected disclosures such as trade secrets.
   
3. Crisis Communications: Talking to Outsiders
   
   Establishing principles Because a report of illness, accident, or violence in a public eating or drinking place is newsworthy, operators must be prepared to deal with the media when a crisis strikes. Every operation from a small independent to a lark chain, should be ready"with a prepared crisis communications plan.
   
   The first step in creating a crisis communications plan is to establish the policies, principles, and goals that will guide it. In all cases, your best interests are served by adopting a policy of full disclosure and cooperation with the community, press, and local officials.
   
   Take the initiative in disseminating information. In this way, you can demonstrate that management and public authorities are taking every possible step to resolve the crisis.
   
   The importance of being truthful cannot be overemphasized.
   
   Remember that the successful crisis management plan needs the support of all employees. Keeping them updated and providing them with instructions on a regular basis helps them overcome their feeling of helplessness and frustration and could ensure cooperation at a time when it is needed most.
   
   Throughout the crisis, all official inquiries should be referred to the spokesperson. That person is the only one 5. who can release statements. No matter how large or small your operation is, you should have a written crisis communications policy. Here is a sample list:
   
   Crisis Communications Policy
   1. Our first priority, at all times, is protecting the well-being of the general public and our employees.
   2. The spokesperson is the only member of our organization who will make public statements.
   3. We will make public our intentions to cooperate fully with any investigation.
   4. We will disseminate information as quickly as possible.
   5. We will be truthful at all times; we will hide no relevant facts from the community, press, or employees.

   Spokesperson guidelines Handling the press during a crisis is never easy, but a well-planned crisis communications strategy is essential to successfully defusing a potential disaster.

   In the early stages of a crisis, reporters often will not yet have developed a game plan, or particular angle they want to pursue. There may be a great deal of confusion, misunderstanding or fear, particularly in the first hour or so following the incident.

   The media w ill seek out the spokesperson as the person in charge to answer questions about the crisis. Therefore, the spokesperson is in a favorable position to control the interview if he has determined in advance the points he wants to make.

   Working with the Press

   1. Begin each interview with a message in mind, and constantly work to direct the interview toward that mes sage.
   2. Answer explicit questions directly if it is obvious that you know the answer, but don't feel compelled to answer all questions. Tell the media that you do not want to speculate: you will respond when you know the facts necessary to answer the question.
   3. Do not allow yourself to be provoked.
   4. Treat all reporters equally. and return calls as promptly as possible to establish good ties to the media. Let reporters know when updated information is expected. Never answer a question "off the record."
   5. Make it clear that the welfare of the victims and the community is your top priority.
   6. If a reporter tells you what someone else has said about the situation, don't feel compelled to respond to the other person's comments. Instead, simply restate your position.
   7. Decline to assign blame or possible causes of the crisis until all the facts are known.
   8. Be thorough in preparing statements. Limit the opportunity for anyone to speak off the cuff.
   9. Be certain that every statement you release is clear and concise, free of ambiguity or technical jargon.
   10. Align yourself with the public. How you are perceived is almost as important as what you say. The public is interested in what affects them, not what affects your operation. All statements should be made from the public's point of view, not the business'.
   11. Make the public and customers feel that everything is under control. Be truthful and factual as to the current state of the situation, the cause and the effect of the incident, and report the facts as calmly as possible. But state your own position, what youwant them to quota il they are going to quote you. Remember: If you don't want to hear it or read it, don't say it.
   12. Be cooperative and make yourself available to the media. Present vour position, and give the media the information that the public should have. It is in the best interest of the company for this information to come from you than other sources.
   13. Let everyone know that you are a "good citizen" by emphasizing your past safety record.
   14. Consult with experts when necessary. The public does not expect you to be an expert on technical matters. So, instead of exceeding the boundaries of your knowledge, get the assistance of authorities who can make appropriate statements related to your crisis.

   Recouping Your Good Name If you have cooperated with the health department throughout the investigation, local officials will probably be happy to help you re-establish your establishment's reputation.

   When appropriate, make a humane gesture which will capture the imagination of the public. This gesture may vary in proportion depending on the dimensions of your financial resources and the original crisis.

   The process of recouping your operation's good name should be an ongoing process from the moment you perceive the first indication of an emergency. Do not wait until the disaster is nearly over.

   You will find that the public will be on your side if you have been frank and candid with them, and if you have truly projected a sincere concern for the welfare of your customers.

   "I just don't have the time" or, "It will never happen to me" are two of the most common excuses given by operators who have not instituted a crisis management plan. In this age of rising costs and hazards, however, being prepared for emergencies is a necessity, not a luxury. For today's operator, lack of preparation can be a recipe for catastrophe.

From the National Restaurant Association's pamphlet, "The Foodservice Operator's Crisis Management Manual."