> Skip to content
FEATURED:
  • The Evolution of Race in Admissions
Sign In
  • News
  • Advice
  • The Review
  • Data
  • Current Issue
  • Virtual Events
  • Store
    • Featured Products
    • Reports
    • Data
    • Collections
    • Back Issues
    • Featured Products
    • Reports
    • Data
    • Collections
    • Back Issues
  • Jobs
    • Find a Job
    • Post a Job
    • Career Resources
    • Find a Job
    • Post a Job
    • Career Resources
Sign In
  • News
  • Advice
  • The Review
  • Data
  • Current Issue
  • Virtual Events
  • Store
    • Featured Products
    • Reports
    • Data
    • Collections
    • Back Issues
    • Featured Products
    • Reports
    • Data
    • Collections
    • Back Issues
  • Jobs
    • Find a Job
    • Post a Job
    • Career Resources
    • Find a Job
    • Post a Job
    • Career Resources
  • News
  • Advice
  • The Review
  • Data
  • Current Issue
  • Virtual Events
  • Store
    • Featured Products
    • Reports
    • Data
    • Collections
    • Back Issues
    • Featured Products
    • Reports
    • Data
    • Collections
    • Back Issues
  • Jobs
    • Find a Job
    • Post a Job
    • Career Resources
    • Find a Job
    • Post a Job
    • Career Resources
Sign In
ADVERTISEMENT
Leadership
  • Twitter
  • LinkedIn
  • Show more sharing options
Share
  • Twitter
  • LinkedIn
  • Facebook
  • Email
  • Copy Link URLCopied!
  • Print

How 3 Crisis-Communications Experts Would Have Handled the Uproar at Mount St. Mary’s

By  Rio Fernandes
February 12, 2016

[Updated (2/12/2016, 5:12 p.m.) to note that the university offered to reinstate the professors late Friday.]

Over the last few weeks Mount St. Mary’s University of Maryland has been engulfed in controversy over its president’s handling of a controversial student-retention plan, which was first covered by its student newspaper.

The Experts

Gene Grabowski, partner at Kglobal, in Washington

Erin A. Hennessy, vice president of TVP Communications, in Washington

Thomas J. Fladung, vice president of Hennes Communications, in Cleveland

The various legs of the controversy are now well known to higher-ed watchers: first the now-infamously blunt comments about unprepared students — “Instead of thinking of students as cuddly bunnies, you just have to drown the bunnies … put a Glock to their heads” — then the reported firing and attempted reinstatement of two professors for violating their “duty of loyalty” to the university by criticizing the plan. Through it all, critics of the president, Simon P. Newman, have been quick to say he failed in managing the furor.

We’re sorry. Something went wrong.

We are unable to fully display the content of this page.

The most likely cause of this is a content blocker on your computer or network. Please make sure your computer, VPN, or network allows javascript and allows content to be delivered from c950.chronicle.com and chronicle.blueconic.net.

Once javascript and access to those URLs are allowed, please refresh this page. You may then be asked to log in, create an account if you don't already have one, or subscribe.

If you continue to experience issues, contact us at 202-466-1032 or help@chronicle.com

[Updated (2/12/2016, 5:12 p.m.) to note that the university offered to reinstate the professors late Friday.]

Over the last few weeks Mount St. Mary’s University of Maryland has been engulfed in controversy over its president’s handling of a controversial student-retention plan, which was first covered by its student newspaper.

The Experts

Gene Grabowski, partner at Kglobal, in Washington

Erin A. Hennessy, vice president of TVP Communications, in Washington

Thomas J. Fladung, vice president of Hennes Communications, in Cleveland

The various legs of the controversy are now well known to higher-ed watchers: first the now-infamously blunt comments about unprepared students — “Instead of thinking of students as cuddly bunnies, you just have to drown the bunnies … put a Glock to their heads” — then the reported firing and attempted reinstatement of two professors for violating their “duty of loyalty” to the university by criticizing the plan. Through it all, critics of the president, Simon P. Newman, have been quick to say he failed in managing the furor.

The Chronicle spoke with three crisis-communications experts about how they would have suggested Mr. Newman handle each of the controversies he has faced. The conversations have been edited for clarity and length.

Uproar at Mount St. Mary’s

Simon Newman -Sodebar

A controversial freshman-retention plan at Mount St. Mary’s University of Maryland, and the way the institution handled the ensuing criticism, cast the small Roman Catholic campus and its president, Simon P. Newman, in a harsh light. Mr. Newman resigned after weeks of controversy, having drawn the ire of his own faculty and many others in higher education. Read full Chronicle coverage, along with commentaries, in these articles.

How would you have advised Mr. Newman in the wake of the “drowning bunnies” report?

ADVERTISEMENT

Mr. Grabowski: The strategy he should’ve employed is what I call “running to the light.” Acknowledging that, “Yes, I used some aggressive language. Perhaps it was a little too aggressive in a university setting. But my intent is that the students that are here are getting a good education and are able to graduate because we owe them that.”

Ms. Hennessy: You’re dealing with a particularly vivid image. Talking about bunnies and Glocks, that’s not an image you’re going to forget for a while. I think our team or any team would advise him to stop, step back, and offer a sincere apology that really addresses the underlying issues, to really dig in and understand why the way his words were used caused offense.

Mr. Fladung: Our first line for every client is, “Tell the truth, tell it all, tell it first.” What if the president had gone to the newspaper and said, “Look, I want to sit down with you for a longer interview about the retention program.” Or maybe the president could’ve written an op-ed piece explaining his position. Take the opportunity to explain yourself. I have to believe, in every one of those instances, you don’t get what you have now.

What about the firings? How might you have handled those differently?

Mr. Grabowski: He needed to go to allies first. I would’ve gone to any faculty members he knows and at least inform them, “Look I need to take these actions, and here are the reasons for doing it.” He needed to build some alliances, and he didn’t do it. He has isolated himself by making unilateral decisions.

ADVERTISEMENT

Ms. Hennessy: I don’t think we’ve seen the institution really come out and talk about why the decisions had been made. I think that’s the burning question. When you make a decision that doesn’t take into consideration those policies and procedures that have been laid out and followed, in 99 out of 100 cases people start to raise questions. If the institution doesn’t answer them, I don’t see how they go away.

What should Mr. Newman do now? How can he deal with that mistrust?

Mr. Fladung: He needs to communicate with his faculty. You have to be upfront and open to try to rebuild some of those relationships. You have to painstakingly address each stakeholder group to explain the action and why you did it. What you can’t do is try to bunker down and try to ride it out.

Mr. Grabowski: He has pretty much set his course. He doesn’t have many options at this point. If I was advising him, it’s not too late to put out olive branches and try to cultivate alliances or at least make sure his intentions are fully understood. Best case for him right now, over the next year, is that he has a difficult time leading and managing the institution. It’s going to be a very difficult time for himself. The worst case is that faculty, students, board, and a significant number of donors and alumni start to move for his ousting.

Ms. Hennessy: The president and board need to step back and have some in-depth conversations about what is in the best interest of the institution at this point. What is the plan, either to regain trust in current leadership or to make a decision if that can’t be done about what is the next step? Communications professionals say all the time, “I can’t communicate you out of this.” We can’t fix this just with interviews, statements, and talking points. It needs to be a leadership commitment to moving the institution forward and closing this chapter.

ADVERTISEMENT

A version of this article appeared in the February 26, 2016, issue.
Read other items in this Uproar at Mount St. Mary's package.
We welcome your thoughts and questions about this article. Please email the editors or submit a letter for publication.
Leadership & Governance
ADVERTISEMENT
ADVERTISEMENT
  • Explore
    • Get Newsletters
    • Letters
    • Free Reports and Guides
    • Blogs
    • Virtual Events
    • Chronicle Store
    • Find a Job
    Explore
    • Get Newsletters
    • Letters
    • Free Reports and Guides
    • Blogs
    • Virtual Events
    • Chronicle Store
    • Find a Job
  • The Chronicle
    • About Us
    • DEI Commitment Statement
    • Write for Us
    • Talk to Us
    • Work at The Chronicle
    • User Agreement
    • Privacy Policy
    • California Privacy Policy
    • Site Map
    • Accessibility Statement
    The Chronicle
    • About Us
    • DEI Commitment Statement
    • Write for Us
    • Talk to Us
    • Work at The Chronicle
    • User Agreement
    • Privacy Policy
    • California Privacy Policy
    • Site Map
    • Accessibility Statement
  • Customer Assistance
    • Contact Us
    • Advertise With Us
    • Post a Job
    • Advertising Terms and Conditions
    • Reprints & Permissions
    • Do Not Sell My Personal Information
    Customer Assistance
    • Contact Us
    • Advertise With Us
    • Post a Job
    • Advertising Terms and Conditions
    • Reprints & Permissions
    • Do Not Sell My Personal Information
  • Subscribe
    • Individual Subscriptions
    • Institutional Subscriptions
    • Subscription & Account FAQ
    • Manage Newsletters
    • Manage Your Account
    Subscribe
    • Individual Subscriptions
    • Institutional Subscriptions
    • Subscription & Account FAQ
    • Manage Newsletters
    • Manage Your Account
1255 23rd Street, N.W. Washington, D.C. 20037
© 2023 The Chronicle of Higher Education
  • twitter
  • instagram
  • youtube
  • facebook
  • linkedin