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Releasing Information
by Dana Turner & Richard G. ("Dick") Stephenson
Part I-Stopping Rumors Before They Start
During the past few months newspapers and magazine articles have served to "educate" readers on security matters in financial institutions. A national newspaper explained how to rob banks using float, while an east coast paper informed readers how much cash is in an average vault at the beginning of a business day. Another told how the robbers had taken the tape out of the CCTV when they left the premises. A west coast paper not only ran the picture of the teller who was robbed by the uncaptured bandit, but it also gave her name and told what area of the city she was from.
Calls to our office have also touched on questions of handling information in-house when a crime occurs. We think you'll appreciate our guest columnists' suggestions.
Most people pay particular attention to any event that affects their local financial institutions. If a crime occurs or someone within the institution responds inappropriately to a non-criminal event, the institution's involvement often becomes a local news feature.
Financial crimes are often the most exciting of all crimes because they contain every ingredient of an effective mystery novel: greed, money, risk, lying, cheating, stealing, suspicion, deceit, duplicity, and betrayal. And don't forget the suspects and detectives.
Other types of events that are non-criminal and affect the institution are also of interest to the public. Disasters, any sudden and unexpected personnel changes, a reported embezzlement, and harassment or discrimination claims are examples of negative events. Fund-raising drives, sponsoring a sports team and awarding scholarships are examples of positive events. We're going to concentrate on responses to negative events. However, the same techniques may be modified to address positive events.
Effectively coping with a crime and other security issues can be taxing for any institution's security officer who will logically be at the center of events. In this sense the security officer should not only be responsible for preventing losses and investigating crimes, but for anticipating how a particular event may damage the institution's image and reputation.
One of the most difficult and often unnerving roles that may be thrust upon the security officer or any employee is to respond to an inquiry by the media. Following a well-planned and approved communication strategy will either eliminate or reduce significantly the possibility that the institution will suffer "bad press" as the result of its response to an event. This strategy must address internal and external communication of information.
An Investigation And Internal Relations
It falls to the security officer to investigate the circumstances involved with an event. The security officer may interview some people, interrogate others and will attempt to locate facts and evidence that either proves or disproves a belief. The investigation process is rarely kept secret and the security officer often works in a "fishbowl," acting in full view of everyone in the workplace.
It is natural that any investigation will become an exciting topic of conversation (rumor) among employees, who may unthinkingly share this information with customers and other non-employees. As the excitement and the novelty of an investigation wear off, however, employees may also become fearful of becoming the subject of an "inquisition." The initial sense of excitement often turns to insecurity, suspicion and fear.
Despite your cautionary efforts, employees will talk among themselves, with "favorite" customers, and with non-employee members of their social circles. Employees may misstate or embellish known facts, or invent stories to substitute for facts not known. Either action may seriously impede the investigator's efforts and the institution's image by:
Tainting cooperative employees' statements;
Causing employees to refuse to participate in the investigation;
Offering strategic clues to the suspect;
Offering a distraction that allows the suspect or others to commit additional crimes; and
Creating insecurity or fear among customers.
To counter the potentially negative effect on employee morale, and the attendant negative effect on performance and customer relations, the investigator must control the quantity and quality of information available to employees. However, the investigator should remember that employees will naturally have questions and legitimate concerns about the investigation and its potential impact on their lives and careers.
The Employee Information Release
The institution can control the spread of rumors by issuing an "employee information release," coupled with a brief informational meeting conducted by the investigator and the appropriate department manager or other senior officer. The "employee information release" and meeting should:
Provide employees with an accurate description of the situation without disclosing investigative keys;
Dispel rumors before they develop or spread;
Caution employees about discussing the investigation with non-institution persons, particularly the media (reporters can be persistent);
Assure employees that the institution's administration is working rapidly to conclude the investigation;
Urge employees to cooperate with the investigator; and
Deter other employees from committing similar crimes.
We have addressed crime and its accompanying information and communications in this article. Part II on Releasing Information will focus on media relations.
Dana Turner is a partner with Security Education Systems, a research, consulting and training practice located in northern California. Dana serves as a project manager and training facilitator in the areas of loss prevention, security and disaster management for financial institutions, private businesses and governmental agencies.
Richard G. ("Dick") Stephenson is a partner with the law firm of Troughton & Soter in San Francisco, California, and is the co-author of the Embezzlement Prevention and Investigation Manual.
Copyright © 1994 Bankers' Hotline. Originally appeared in Bankers' Hotline, Vol. 4, No. 7, 1/94
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