Chile rescue crisis high ground

The Chilean miners are safe on high ground after one of the most intense rescues in modern mining history. Thirty three men safely recovered after 68 days of critical and dangerous recovery. The government of Chile can stand proud in the knowledge that it achieved a dynamic process of crisis management response and leadership. In short, they under-promised and over-delivered.

Chilean President, Sebastian Pinera, and the Minister for Mining, Laurence Golborne, took the high ground in taking control of rescue operations and leadership. They delivered the status of the rescue accurately and transparently. A very different result to mining disasters like Sago in West Virginia where a tired, washed out CEO gave the news that 13 miners were alive, and a short time later it was announced that 12 people had died and only one had survived. The Chilean example of crisis leadership also differs greatly to the confusing response to the devastating Hurricane Katrina and more recently the BP oil spill.

The keys to the success of this crisis outcome relate very much to the Chilean government having a focused crisis plan and communicating proactive, clear messages to essential stakeholders. The first and most important audience were the miners and the community, and the government placed them at the centre of their communication strategy. The government's candour with the mine's employees and community increased its credibility with a massive number of global media. Credibility translated into fair treatment and respect for the rescue process.

Mining crisis next-of-kin

It's rare for a US President to directly blame a company and government for a major crisis. President Obama has blamed the country's worst coal mining disaster in 40 years on the Massey Energy Company and government mismanagement. The explosion in West Virginia on 5 April killed 29 men and injured two. The President said: "Owners responsible for conditions in the Upper Big Branch mine should be held accountable for decisions they made and preventative measures they failed to take."

Only four years ago at Sago Mine, also in West Virginia, 12 miners died in another horrific mine accident. This event will long be remembered for the devastating media coverage where it was stated "12 Miners Found Alive" when in fact 12 miners were later declared as fatalities.

Common to both these disasters were the sad and tragic faces of family members searching for information and confirmation. A scene too often presented in these industry emergencies.

Ahead of any major emergency or crisis, a number of essential actions will prepare an organisation to communicate with employees and next-of-kin. They are:

* designate who is accountable for coordinating communication with families
* pre-arrange internal training to deliver bad news to families
* make provision for counselling rooms to manage enquiries from families
* establish detailed records of families' names, addresses and phone numbers
* arrange protection of families from the media and outside stakeholders
* establish guidelines on communication with contractors
* develop a message strategy for spokespersons to update information
* establish a dedicated family call centre and train telephonists

Organisations will be judged on how they treat people in a crisis. Effective communication is the key.