The recent assassination of a UnitedHealthcare executive in New York City triggered an immediate crisis communications response for UnitedHealthcare, which quickly rippled out, creating a series of challenges for other organizations across multiple industries. 

The communications team at the University of Pennsylvania was certainly not expecting hundreds of media calls asking about a student who graduated in 2020 (or the subsequent upheaval when a University professor praised the suspected killer). Nor was Gilman School in Baltimore expecting intense scrutiny over its 2016 valedictorian. I’ll wager even the seasoned communications team at McDonalds was likely not expecting to have one of its employees spot Luigi Mangione, alert police and then have social media explode with cries of “rats.” 

Crisis creates collateral damage, and organizations better be prepared to swing quickly into action. It doesn’t mean rushing to make pronouncements, responding blindly to media inquiries or dashing out updates on social media channels. But be sure there is a process for handling any type of scenario, clarity on who runs the crisis communications process and active monitoring of the horizon. Have a plan, be ready to adapt the plan and feel confident, whether or not there’s ever a need for it.   

By: Monty Hagler