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fare much better by phone. According to a study by the
Portland Research Group, the average consumer has to call
a company 2.3 times before having his or her issue re-
solved.
But beyond the numbers and the irate customers, con-
sider your own colleagues. Waiting is not a favorite pas-
time. Delayed information typically means decisions are
placed on hold, because nobody knows for sure which
projects are in “go” or “no-go” status. Productivity takes
a nosedive.
Delay decays morale.

Crisis: Speed or Consequences

A private task force, Business for Diplomatic Action,
commissioned a study in order for businesses to learn how
to communicate better in a crisis. The study, conducted by
Echo Research in six global markets, reported by Robert
Holland and Katrina Gill, found that 84 percent of the ar-
ticles running in the international press following Hurri-
cane Katrina were negative toward the United States. (No
surprise, considering the tone of the articles here in the
United States as well.) Seeing what happened with no
plans, or at least minimal back-up plans for communica-
tion in a crisis, companies took note. The survey found that
69 percent of the companies that had a crisis communica-
tion plan used it during 2005 in response to some crisis.
In short, if you have a plan, you use it. If you don’t, you
suffer.
Specifically, getting information out fast helps you take
care of people’s immediate needs, address the rumors and
concerns, and maintain morale.
According to the research done in the aftermaths of
Hurricanes Katrina and Rita, FedEx serves as a model in

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