III. Building Blocks and Positioning
Chapter 11. Internal and External Communications and Accountability in Crisis
Dr. Ed Ray
Chapter Overview
All private and public institutions have local boards to which the chancellor or president reports, and many public institutions also report to system boards. How does a leader operationalize a policy of no surprises with an institution board and/or a system board? What do effective communications between boards and campus leaders look like in the context of a crisis? How are responsibilities assigned and performance monitored within the college/university to address a crisis? How can alignment be established and maintained in the face of a crisis with regard to strategic planning and the deployment of resources to implement planned actions? How does the institution communicate effectively with its many internal and external constituencies, given the existence of continuous review by internal and external constituencies?
- Creating a common agenda with the Board of Trustees, faculty, staff, and students.
Within every academic institution, there are many constituencies that one would hope are aligned as much as possible to common objectives. How does one foster alignment among the board, faculty, staff, unions, and students? Do those relationships change in the face of a crisis?
- Effective communications with alumni, friends, community leaders, and state and federal legislators.
In a multimedia environment, what is best practice for effective communications with external constituents? Do communication requirements change in the face of a crisis?
