When former Massachusetts Institute of Technology (MIT) Media Lab Director Joi Ito met Jeffrey Epstein at a conference in 2013, it would lead to lab funding and investments in Ito’s funds powering startups.
This seeming windfall would ultimately become one of the most threatening image crises in MIT’s history.
Epstein’s 2019 arrest for sex trafficking and sex crimes involving minors brought his relationship with the university to the forefront. Ito resigned just a few months later, the first of several tactics MIT leadership used to restore public trust in the university.
This crisis posed a serious threat to MIT and required a multipronged approach. Both Ito and MIT’s president at the time, L. Rafael Reif, issued public statements of apology along with promises of how they would make amends. MIT leadership hired a law firm to investigate the full scope of the university’s ties with Epstein and publicly released the investigation findings. Donor policies were reviewed and revised to create transparency and ensure proper vetting of donors and their funds going forward. People affected by this crisis within the MIT community were offered support. Finally, the university allocated $850,000—the total amount of Epstein’s donations—to nonprofits supporting survivors of sexual abuse and exploitation.
Preparing for a crisis is within reach for even the smallest nonprofit, and the best time to begin navigating one is before it hits.
Such a comprehensive response illustrates the importance of preparation, transparency, and promising and following through—principles every organization should incorporate into its crisis management strategy.
But nonprofits are organizations with unique vulnerabilities to crisis, and if they have little to no investment in crisis planning, even a manageable issue can become a dire threat.
The Crisis Vulnerability of Nonprofits
Nonprofits can face an image crisis like any private sector counterpart, but they are specifically vulnerable for a few key reasons. Mission-driven work attracts scrutiny and demands transparency. The typical model of a nonprofit relies heavily on funding that comes from donors, which makes vetting those donors essential. However, the vetting process could mean turning down critical funding, posing an ethical dilemma.
The good news is that preparing for a crisis is within reach for even the smallest nonprofit, and the best time to begin navigating a crisis is before it hits. Having a well-thought-out and tested crisis communications playbook is critical to protecting image and relationships.
PR expert Molly McPherson, known for her crisis management framework that guides companies and organizations through repairing and restoring trust, breaks crisis management down into three steps: own it, explain it, promise it.
This three-step framework provides a clear pathway to redeeming the reputation of an organization during and after a crisis.
“Focus on the promise to identify the opportunity in the crisis,” said McPherson in a recent TikTok post. “Every crisis has an opportunity.”
That opportunity could be for a nonprofit to redefine itself or reinforce its mission.
Create a Plan Now
A crisis also has three phases: before, during, and after. The ideal time to start drafting a crisis communications plan is before a crisis hits, when things are quiet, also known as the blue-sky phase.
To do this, start by defining what a crisis is for your organization, since every organization has its own communications ecosystem. The plan needs a decision-making matrix that identifies potential risks and helps the team understand what to do in various scenarios so they can act quickly.
One of the most common mistakes organizations make when faced with a crisis is delaying their response.
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It should also outline the team members responsible for managing different levels of crisis and multiple communications channels for a wide range of options for reaching various stakeholders.
Most importantly, every good plan helps an organization deploy a SMART response.
A SMART response is:
- Sincere: Use an authentic voice and tone.
- Meaningful: Be transparent without oversharing; communicate steps the organization is taking and any future measures to restore trust and repair relationships.
- Appropriate: Take responsibility and don’t blame others.
- Reasoned: Show empathy and avoid getting angry or defensive.
- Timely: Issue a statement of concern within the golden hour—the hour following the start of a crisis.
After the plan is complete, test it with your team using mock crisis exercises to shore up any weak spots.
Practicing how the team implements the plan with a mock crisis is an excellent way to prepare for the real thing. This training will develop muscle memory, helping your team move nimbly, and such preparation will better the chances of rebounding quickly.
How to Respond Quickly and Effectively
It’s appropriate to deploy a SMART response even if circumstances are unclear. One of the most common mistakes organizations make when faced with a crisis is delaying their response. Delays can quickly make things worse, but a well-crafted, timely statement is key to controlling the narrative.
One sign that a crisis is waning is when engagement returns to pre-crisis-event levels.
Identify a spokesperson who is adept at staying calm under pressure, avoiding speculation, and reinforcing organizational values. Media training is a useful investment in honing these skills. And make sure not to overpromise or perpetuate misinformation. These steps are central to maintaining credibility.
Leverage all communication channels and be consistent with messaging across all of them. Consistent messaging should be distributed on social media, email newsletters, websites, and press releases to ensure stakeholders understand your position no matter where they see it.
When Is a Crisis Over?
Every crisis is unique, but all benefit from hour-by-hour monitoring and analysis, tapering off as things stabilize. A crisis response team may need daily standup meetings until the crisis has resolved.
One sign that a crisis is waning is when engagement returns to pre-crisis-event levels. Watch social platforms, website traffic, media coverage, inquiries, and stakeholder sentiment to get an understanding of when the crisis is subsiding.
While crises can be stressful and tricky to navigate, each one is an opportunity for an organization to show its resilience, reinforce its mission, and deepen trust with communities.
A well-crafted crisis communications plan is within reach for every nonprofit—and being proactive is the first step. Start by downloading free crisis communications resources to help draft a plan that provides a roadmap to navigating a crisis. The PR platform Cision offers a Crisis Communications Toolkit and the Nonprofit Risk Management Center has resources available, such as “Communicating During a Crisis” and conducting a risk assessment.
Once the plan has been developed, test it with a trusted team. With preparation, practice, and the right tools, any organization can face a crisis with clarity and confidence and come out stronger.
