I have become a loyal student in the school for crisis management planning in the industry. This school is different from any other educational institution because the exams are unforgiving. The all-too-frequent tests are delivered in real time and real dollars. One wrong decision can mean the difference between a positive outcome or the uncontrollable opposite.

I have had the opportunity to work on dozens of industry crises over the last 15 years and would like to share a few of the lessons that I have learned.

It is vitally important to have an up-to-date crisis management plan

It is no longer a question of if, but when, a company will experience a negative situation. I have worked with companies that have plans in place as well as those that do not. When a crisis occurs, the difference between the two camps becomes readily apparent. A written protocol affords a company the luxury of being proactive during a crisis rather than reactive. This difference can have a major impact on a company's reputation and bottom line.

In the event of an employee injury or fatality, notification of the employees family must occur as soon as possible

I have worked with many companies that have chosen to hold off on the notification of the family until the injured person arrives at the medical facility and the doctor has assessed the injuries. My experience has shown this to be a major error in judgment as evidenced by the following example:

An employee removed from a job site was classified as a serious injury and died three hours later at the hospital. Notification to the family did not occur until after the employee was pronounced dead.

Put yourself in the position of the family, and determine when you would want to receive notification. If it were a member of my family, I would want to know as quickly as possible. To be notified any later is unacceptable.

How you handle a crisis will be closely scrutinized by a variety of different audiences

Most people think that the term "audience" is defined only as current, past, and potential clients. Clearly, clients of any status are one of your major audiences.

However, you have many more audience members who must be considered in the untimely event of a crisis. They could include your employees, the news media, architects, engineers, subcontractors, suppliers, and a host of others. If your crisis is getting media attention, it is a sure bet that all of your company's audiences are watching and passing judgment on how your company is handling the situation.

Understand that your company will be judged more on how it handles the situation than on the situation itself. Therefore, it is critical that a member of your upper-management team contact your audience to assure them that your company is in control and taking care of the situation. If you do not act quickly in this area, your bottom line could suffer.

Employees are one of your most important audiences

Employees can be a tremendous asset during a crisis, but they also can be a liability. Consistent communication is paramount because your employees are a direct link to your other audiences. They must be kept informed of the situation and counseled on what they can and cannot say. The rumor mill will be in full swing during a crisis, so don't make matters worse. If you do not keep employees informed, they will come up with something on their own that may not be in your best interest.

Witnesses to an accident should be offered critical-incidence stress counseling

Research has shown that individuals who witness an accident can experience substantial physiological and psychological effects that will linger for months or longer if not attended to.

Seek critical-incidence stress counseling for the witnesses and the project team as soon as possible. Counseling can be accomplished after the debriefing process or at a project meeting the next day. The goal is to return an individual to work-and a normal life-quickly.

Field personnel must be trained on how to handle a crisis situation

If a crisis occurs in the field, your on-site personnel can set the stage for a proactive response or create so much negativity that it will be extremely difficult just to break even. The most senior person on site needs to be aware of his or her responsibilities in a crisis and receive the appropriate training. This training must be repeated periodically to reinforce its importance.

Company spokespersons must be trained on how to work effectively with the media

Imagine yourself in front of a group of reporters with the hot lights in your eyes, microphone in your face, and questions coming at you from every direction. The experience can be paralyzing at best.

Your worst day is a reporter's best day, and an untrained spokesperson is excellent prey for a reporter. Select your spokesperson wisely and make certain that he or she receives the appropriate training.

The key to good crisis management is to have a program that has been approved by management and is understood by all crisis team members and employees. Training should be provided before an incident occurs.

Finally, a healthy dose of common sense should be utilized during a crisis. However, do not be seduced into thinking that common sense will come easily. Clear minds will not prevail when "it" hits the fan. Prepare now. Your reputation is too valuable to lose.