(CEO ShanRae Hawkins creates strategies that translate into client success | Photo courtesy of StingRay Communications )
“An organization’s reputation, whether built over a hundred years or newly existing in a start-up, can be tested in a matter of hours. And how leadership responds in a crisis situation can determine whether public perception is strengthened or damaged, perhaps irreparably,” according to ShanRae Hawkins, founder and CEO of StingRay Communications.
“At some point, a crisis will occur,” she said, providing notorious examples such as the Exxon Valdez oil spill in 1989, which was a major environmental disaster, and JetBlue’s 2007 operational collapse following a severe winter storm that led to massive flight cancellations. Closer to home, Hawkins cites the six Oregon wildfires in 2020 that were blamed on Pacific Power’s lines, and the deaths of skiers on Mount Bachelor.
“There are different types of crises that can occur — from natural disasters to organizational misdeeds, financial losses, or technological failures — as I’ve learned in my 25+ years of experience,” Hawkins said. ‘Yet the proper policies and protocols to effectively mitigate them cross all industry lines.”
Early in her career, Hawkins was given “a once-in-a-lifetime, ground-up opportunity” when hired by Bill Smith, developer of the Old Mill District/Les Schwab Amphitheater, to direct marketing efforts. “Bill fit the mold of strong leaders who produce the most effective results — clear, calm, strategic, and down-to-earth — someone who believes in the essential qualities of open communication and transparency.”
Hawkins elaborated: “Our goal — transforming a century-old timber hub into a 270-acre mixed-use district — was something entirely new, and involved significant change, which is hard for people to accept, and often results in misconceptions. We had many uphill climbs and faced a lot of skepticism.”
The Old Mill team “needed to show how a mixed-use development would support all of Central Oregon, including downtown businesses — or how ‘a rising tide floats all boats.’” And as Hawkins advocates for all her clients, “we didn’t try and sway people, or convince them one way or the other. We presented the facts clearly and succinctly and let people come to their own decisions — knowing there will still be those who disagree.”
In a more urgent scenario, a local irrigation district relied on Hawkins’ strategic communications expertise when a hidden lava tube beneath an irrigation canal collapsed, creating a large sinkhole that drained the canal, threatened nearby homes and properties with flooding, and halted water deliveries to irrigators.
Hawkins helped the district communicate with impacted property owners, provide direct updates to irrigators, and coordinate media inquiries and interviews.
“Although the situation could have been terrible, instead our response garnered thanks for the proactive way it was handled,” Hawkins said.
She faced another crisis management situation when a medical organization experienced an internal breach of protected health care information. “As our primary consideration was protecting patients, we immediately secured their data, and then determined how to best notify affected individuals,” she said. “We sent an initial email, followed up with a letter and set up a dedicated phone line for questions, having first created a FAQ to brief those answering the phone. We also had to decide what information needed to be shared publicly. Helping the internal team is often overlooked,” Hawkins warned, “yet they are as important as any external audience.”
She further asserted that both these examples underscore the importance of providing accurate information as soon as possible to affect public perception and maintain trust. “It’s critical to communicate quickly and clearly before other information fills that gap.”
“The biggest mistake in a crisis situation is waiting too long to respond,” Hawkins added. “The designated spokesperson, often the chief executive officer, has to acknowledge the issue as soon as possible — without admitting right or wrong. ‘We’re still sorting it out, and don’t have all the facts yet, but promise to share more information as soon as we have it,’ represents appropriate comments.
“I would strongly encourage every company to have a thoughtful, transparent crisis communication plan in place,” Hawkins continued. “Being proactive versus reactive in difficult circumstances could make the difference in its survival. At some point, a crisis will occur, and an ounce of prevention will save a lot of time and heartbreak.”
