By Mary Beth West, APR
Dominating the news since last weekend, the alleged Sandusky crimes and the deep implications for Penn State’s leadership are opening a lot of eyes at iconic institutions across the country:
Could the same thing happen here?
If confronted with the deepest and most disturbing allegations of criminal wrongdoing among one of our own – particularly when that “one” is a stalwart figurehead – is our leadership and our culture such that we would do the right thing morally and legally, regardless of the near-term ugliness and damage to the institutional brand?
Every organization should take some serious time well-spent and ask itself these questions.
Looking at another institution’s misfortune, it’s easy to say, “How could they ever have let that happen?” (It’s always “they,” right?)
In truth, however, there are many cultural nuances within large institutional settings – be they academic, governmental, corporate or otherwise – that place major obstacles to dealing with these kinds of crises in a timely and effective way.
It’s certainly not a free pass for making bad decisions, but it’s purely a reality – and as such, it’s something that organizational leaderships must be in tune with and show appropriate judgment and character to manage appropriately, whenever circumstances demand.
Human instinct almost always is to go through phases of disbelief, denial and hope against hope that if an ugly secret is ignored, it will go away. As is well-documented, it never does. Deflection of the truth is generally the next phase . . . “he didn’t see what he thought he saw,” “there is an underlying agenda driving the accusations,” “it’s all a big misunderstanding,” etc., etc.
That human instinct-based reaction is allowed when it lasts about 30 minutes. Months, years or decades is quite another matter entirely. All organizations — collegiate institutions in particular, in light of this case — must fight like crazy the elements in their own cultures that allow these types of instincts to manifest themselves and do their untold damage.
In particular, managing the additional layer of complication tied to legendary — even mythic — programs and individuals must be dealt with and overcome, and it takes true leaders who hold a real grasp of the risks at stake to make that happen.
Penn State’s board had better pull out all the stops to right the ship to whatever extent doing so is even possible at this juncture. The president and head coach ousters are only starting points on a road that may take as many years to recovery as they took in the perpetration of Sandusky’s alleged crimes.







By Mary Beth West, APR
