, a nonprofit organization that helps outdoor recreation businesses bring increased diversity, equity, and inclusion (DEI) into their workplaces, has announced the promotion of to CEO. Smith had been Camber Outdoors Chief Development Officer since June 2021.

“I’m super excited to be able to transition from CDO to CEO, and I’m looking forward to the ride,” Smith told OBJ today. “I’m so excited not just about the future of Camber, but for the future of the outdoor industry as well.”

Smith will lead Camber in helping more than 300 outdoor industry partners including REI, Timberline, Smartwool, CamelBak, Topo Designs, Thule, Rivian, Jack Wolfskin, and Yeti implement DEI practices in their workplaces. Services offered by Camber Outdoors include helping companies attract and retain a diverse workforce, salary equity reviews, employee and market surveys, and professional mentorship programs.  

, co-president of Camber’s board of directors and McDonald’s global chief diversity, equity and inclusion officer, said in a press release, after the news broke, “Tiffany joined the organization with a proven track record of impact and continued the trend of success within the first year at Camber. She established a partner experience which has increased partner engagement by 60 percent, increased partner retention rate, diversified funding streams, recruited and managed leaders as well as enhanced communication strategies.”

Added Miller, “Tiffany was poised for this promotion with her undeniable impact within our organization and within the outdoor recreation economy. Tiffany is a seasoned leader whose vision, energy, and sense of purpose will drive systemic change in building more inclusive, diverse, and equitable workplaces.”

Smith said the upheaval experienced by businesses in recent years makes this an opportune time for companies to re-evaluate themselves, and that business leaders have to consider the reality that everything happening in the world right now is affecting their employees in real and lasting ways.

“Where you choose to work is a form of activism, based upon the value structure and mission of the company,” Smith said. “We help companies view the workplace as a vehicle of change. We spend a majority of our time at work with our colleagues and team members, and the more that we infuse [workplaces with] this inclusive culture, the more we provide resources around equality and equitable systems. I believe that the workplace is a microcosm of the larger world. And if we can get this right, just maybe that impact will go into our communities and we’ll see the changes we’re looking for.”

Smith brings to Camber more than 15 years of strategic leadership experience spanning both the nonprofit and for profit sectors. She has held leadership positions with national nonprofits including the Leukemia & Lymphoma Society, the Girl Scouts, and the National Urban League. Smith is currently enrolled in Harvard’s Interdisciplinary Studies–Business Management dual bachelor’s and master’s degree program.

Smith will continue implementing Camber Outdoors’ strategic plan she helped develop as CDO that includes five key priorities: amplifying the narrative of Camber’s mission; catering to Camber Outdoors’ partners with new programming and initiatives; assessing core needs through ; creating a more diverse pipeline of professional talent in outdoor recreation industries; and continuing to find ways to strengthen Camber Outdoors as an organization.

“The outdoor industry is perfectly poised to have a reach that other sectors do not,” Smith said. “Everyone goes outside and has outside experiences—whether it’s hiking on trails or riding bikes in urban communities. Having that point of connection where everyone can relate to being outside opens up opportunities to speak to the huge audience that the outdoor industry has.”

The post Camber Outdoors Promotes Tiffany Smith to CEO appeared first on șÚÁÏłÔčÏÍű Online.

Camber Outdoors announced this week the departure of co-CEOs Emily Newman and Renita Smith, both of whom will step down as leaders of the Boulder, Colorado-based nonprofit on April 1. Newman and Smith have been with the organization since 2019 and 2021, respectively.

In Newman and Smith’s absence, Camber board member Russ Hopcus will assume the role of interim-CEO as board co-presidents Reggie Miller and Michelle Wardian initiate a search for the group’s next leader.

“Under Emily and Renita’s leadership, Camber has sustained incredible momentum and has never been stronger,” said Hopcus in a release. “In order to maintain our momentum, Camber will leverage our industry-leading data, our remarkable partners, and our mission-driven team to bring about lasting change in the outdoor industry.”

Hopcus told șÚÁÏłÔčÏÍű Business Journal that the next chapter for Camber involves building on the strategic plan developed by Newman and Smith, which includes five key objectives to be tackled in the next three to five years: amplifying the narrative of Camber’s mission; catering to Camber partners with new programming and initiatives; assessing the group’s core needs through its latest impact survey; creating a more diverse pipeline of professional talent in the outdoor industry; and continuing to find ways to strengthen Camber as an organization.

Whoever assumes the role of CEO, Wardian added, will be responsible for maintaining the momentum created by Newman and Smith over the past several years in building out a world-class team at the organization.

“The team is really the future,” Wardian said. “The new leader will be additive. It’s kind of a victory lap in some ways for the team that’s been created.”

In searching for a new CEO, Camber’s chief development officer, Tiffany Smith, said the group is “looking for a leader who has a forward-thinking strategy, and who is able to model that day to day.”

The CEO search, led by the succession committee of the Camber board, will be nationwide, the organization confirmed, and is expected to conclude sometime in the second quarter of this year.

The post Camber Outdoors Initiates Search for New CEO appeared first on șÚÁÏłÔčÏÍű Online.

As outdoor leaders begin to speak out against racial injustice in the United States—once again brought to light by the murder of George Floyd in Minneapolis—OBJ is collecting their statements in one place.

Our list currently includes the following voices: Access Fund, American Alpine Club, American Hiking Society, Arc’teryx, Backcountry, Brown Girls Climb, BUFF, Camber Outdoors, Clif Bar, Columbia, Climbing Wall Association, Cotopaxi, Eddie Bauer, Granite Gear, HOKA ONE ONE, Ibex, JAM Collective, Kaya, Machines for Freedom, Mammut, Merrell, Moosejaw, Mountain Equipment Co-op, Mountain Hardwear, Organic Climbing, Orvis, Osprey, Outdoor Afro, Outdoor Industry Association, Outdoor Research, șÚÁÏłÔčÏÍű PR, Pactimo, Parks Project, Patagonia, Peak Design, prAna, Press Forward PR, Rapha, REI, She Explores, Smartwool, Snowsports Industries America, Tension Climbing, The North Face, Thousand, Timberland, Title Nine, Tracksmith, Vasque, and Velocio Apparel. Links to their words have been organized alphabetically below.

[Editors’ note: We acknowledge that, while some of these statements contain promises of action, not all of them do so. As Color șÚÁÏłÔčÏÍű founder Nailah Blades has written, “It’s not enough to say the right words in a social post if you’re not also doing the work internally as a company.” We encourage everyone to keep that in mind.]

Access Fund

American Alpine Club

American Hiking Society

Arc’teryx

Backcountry

Brown Girls Climb

BUFF

Camber Outdoors

Clif Bar

Climbing Wall Association

Columbia

Cotopaxi

Eddie Bauer

Granite Gear

HOKA ONE ONE

Ibex

JAM Collective

Kaya

Kaya has on its website.

Machines for Freedom

Mammut

Merrell

Merrell also released a follow-up statement laying out a plan for action.

Moosejaw

Mountain Equipment Co-op

Mountain Hardwear

Mountain Hardwear has released a set of principles for supporting “change from within” .

Organic Climbing

Orvis

Osprey

Outdoor Afro

Outdoor Industry Association

OIA has outlined concrete steps it will take .

Outdoor Research

șÚÁÏłÔčÏÍű PR

Pactimo

Parks Project

Patagonia

Peak Design

Peak Design has released a full campaign called Say Something Give Anything. Details can be found .

prAna

Press Forward PR

Rapha

REI

She Explores

Smartwool

Snowsports Industries America

SIA released an on its website.

Tension Climbing

The North Face

Thousand

Timberland

Title Nine

Tracksmith

Vasque

Velocio Apparel

The post Black Lives Matter: Statements from the Industry appeared first on șÚÁÏłÔčÏÍű Online.

Life and business have changed dramatically for everyone in the last few months. Like reps, retailers, and others on the for-profit side of the outdoor industry, those working in the nonprofit sector have faced new challenges almost daily since the pandemic began. This week, șÚÁÏłÔčÏÍű Business Journal spoke with three outdoor nonprofit leaders—Emily Newman, executive director of Camber Outdoors; Chris Winter, executive director of Access Fund; and Sam Kilgore, communications manager for Protect Our Winters—to discuss the state of the industry from their perspective.

First of all, how is morale at your organization right now? Is everyone holding up?

“Our team is in really good spirits right now. This whole experience has really sharpened our focus on just how important it is to spend time outside and how much we miss climbing. The whole team feels so passionate about our mission. When we can’t do the thing we love, it makes our work feel really important.” —Chris Winter

“My team is feeling really responsive to the emphasis everyone is placing on helping each other right now. The whole world is focused on trying to help where possible, and that has created a lot of hope, at least for us. That feeling of wanting to be supportive, to do your part, has helped us get through this.” —Emily Newman

“In mid-March, when the reality of the pandemic really started to set in, we had about a week where everyone was down and nervous. That was overwhelming, but one of the things POW excels at is pivoting when we need to make changes. We were able to turn uncertainty into focus, and that has definitely been inspiring. We’re in a really good place because our community has told us they want to continue to be active, and our staff has responded to that with focus and determination.” —Sam Kilgore

Money is tight for everyone right now. Have you had to make any difficult staff decisions—layoffs or furloughs—to get through this?

“We lucked out in that we haven’t had to lay anyone off or furlough our staff. We had an increased budget for this year anyway because of the election, so luckily we were operating at a higher level before this all started. We did have to scale back some of our plans to fit the budget, but we’ve also saved money on things like hotels for our staff at some of our in-person events that were cancelled. I wouldn’t say we’re in great shape, budget-wise—we obviously took a hit—but we made sure to hold onto staff. Our big goal is to show everyone that even during the pandemic, we can still crush our goals. We just have to be more creative about we do it.” —Sam Kilgore

“Thankfully, our industry partners and the climbing community have stuck with us through this. We haven’t had to lay anybody off. Even our trail teams have been able to keep working in isolation in the field. We have three conservation teams that live on the road 10 months out of the year, doing trail work all over the country. When the pandemic hit, all three teams were able to continue working in very remote locations where they have no contact with volunteers or the public.” —Chris Winter

“We are definitely making choices around budget priorities and being extremely thoughtful about how we prioritize given our immediate and long-term needs. What I can say is that we’re being very cautious about how we use funds to best deliver on our mission.” —Emily Newman

What are the biggest challenges you’ve faced as an organization since the pandemic began?

“On the programming side, one of the biggest challenges has been to help the outdoor community understand what it means to recreate outside safely during the pandemic. Climbing, specifically, is unique because there’s a lot of shared contact. Everyone is touching the same pieces of rock. There’s been a lot of speculation about how long the virus lives on rock, but very few medical experts have spoken directly to climbers. We’re working to change that. Last week we ran an infographic about how to climb responsibly that got a lot of traction. We just announced a free webinar next Thursday that will feature the director of the Infectious and Tropical Disease Clinic at the University of Washington, Paul Pottinger, who also happens to be a climber who’s summited Everest.” —Chris Winter

“It’s a big year for us because we’re working on the election. We had planned to do 150 in-person events across six battleground states leading up to November. That obviously fell apart. That was a central part of our strategy and so we needed to rethink it quickly, but the change allowed us to innovate. We started a webinar series called Outdoor State of Mind featuring athletes like Jeremy Jones and Tommy Caldwell that has gotten people really excited. To gain access to these events, you have to make a pledge to vote. Since the series launched on Earth Day, we’ve already pledged more than 4,200 people.” —Sam Kilgore

“For us, the biggest thing has been to make sure our mission work is still front and center. We have had to sharpen our focus on the immediate resources we can offer that still further our mission. After this all began, we quickly put out learning tools focused on HR leadership and systems equity. These are important because there’s so much uncertainty in workplaces. We’re trying to ask: What are the ways to reimagine workplaces so that they uphold DEI principles and also function in this new world?” —Emily Newman

How will the coronavirus affect the financial picture for nonprofits in the near future?

“One thing nonprofits need to remember is that the next 12 to 24 months will bring a lot of uncertainty and delayed effects. Brick-and-mortar stores have seen revenue drop off right away. Because we as nonprofits rely on charitable giving, there will be delays in the monetary interruptions. To deal with this, we’re running a lot of projections on what the future could look like financially. We’re touching base with our corporate partners and trying to keep pace with the changes, but it’s a complex picture. One thing we know at Access Fund is that we’re established enough to make it through this. 2021 will be our 30th anniversary. We’ve been around long enough that people know the value we add. They’re focused on supporting us.” —Chris Winter

“It varies from one nonprofit to another. Some have very large foundation funders and multi-year grants, others receive dollars from individuals and smaller sources. But no matter where a nonprofit’s money comes from, I think it’s important for people to understand that there are going to be so many needs that arise in the next 12 months that we just can’t anticipate. We’re seeing a lot of large funders being flexible and generous with their giving, but because of the uncertainty, the more support anyone can give, the better. This is the time to support nonprofits if you have the ability to do so.” —Emily Newman

Have you seen any unique opportunities come out of all this?

“It’s important to remember that, even though the pandemic is obviously a huge deal, climate change is still looming and we still have a very short timeline to address it. We can’t put that on hold just because of this health crisis. One thing that’s been really interesting to see is how quickly the world can change. In a matter of weeks, we totally altered the way the world works to suit our health and wellbeing. People often say we can’t change the way we use fossil fuels because our systems are so ingrained, but the pandemic has proven that wrong. It’s possible to make massive shifts quickly. A crash of the economy, while unfortunate, presents an opportunity to rebuild in a way that’s beneficial to what we’re doing.” —Sam Kilgore

“In the context of a global pandemic and massive economic shifts, the issue of human relationships is suddenly front and center, which is encouraging to see. Everyone is thinking about how we connect with and relate to others. I’m hopeful that, because of that, we’ll see even more collaborations that come out of this focused on DEI. At Camber, we just hosted a webinar focused on return-to-work strategies that support DEI. As we go forward, I think a lot of industry leaders will be forced to reimagine what their workplaces look like. There’s great potential to come out of this with a deeper focus on relationships and value-driven leadership.” —Emily Newman

The post How Nonprofits Are Handling the Pandemic appeared first on șÚÁÏłÔčÏÍű Online.

Camber Outdoors, the Outdoor Industry Association and Snowsports Industries America have made a collective commitment to encourage diversity, equity and inclusion (DEI) in the outdoor recreation and snow sports industries. With the support and cooperation of DEI leaders Teresa Baker, creator of the Outdoor Industry CEO Diversity Pledge, and José Gonzålez, founder emeritus of Latino Outdoors, this agreement formally declares that each organization will work to create a professional environment in the business of outdoor recreation where all people, regardless of race, ethnicity, gender identity, or sexual orientation, can be successful.

The statement reads as follows:

“We at SIA, OIA, Camber Outdoors and Outdoor Retailer celebrate the many conversations that have evolved within our industry and community. Together we are committed to working alongside diversity, equity and inclusion leaders who work to gather the voices that we need and welcome into our industry. Each of our organizations are committed to using our resources and connections to create structures that facilitate the snow sports and outdoor industries to become more inclusive, equitable and diverse workplaces, outdoor spaces and organizations in general. We encourage every outdoor enthusiast, company and organization who shares in a love for the outdoors to start and/or further engage in this work as well.”

Though non-binding and short on specifics, this declaration is something the outdoor industry has desperately needed to move the work of DEI forward. Few would object to the concept of workplace equity, but only a handful of companies including REI, The North Face, and Canada’s Mountain Equipment Co-Op or MEC have issued similar statements of commitment and have taken proactive steps toward making their desired outcome a reality. This declaration from the senior executives of the top trade groups acknowledges the importance of DEI in the long term success of the outdoor industry and creates the basic groundwork from which to create policies and a system of best practices that others may follow to ensure that everyone in the outdoors is welcome.

“I am thankful that SIA, OIA, and Camber have taken the time to hear from me and other DEI advocates and respond to our conversations with such a positive step forward,” said Baker. “May we continue to move forward with sincere efforts, as we welcome others to join us in this work of creating a more inclusive outdoor arena.”

On the final day of the 2020 Outdoor Retailer + SIA Snow Show in Denver, Emily Newman, the new executive director of Camber Outdoors, announced that the opening session of next year’s OIA breakfast meeting will focus on diversity, equity and inclusion. In her first public address to the outdoor recreation community at the Camber Outdoors Keynote Breakfast, Newman reaffirmed her organization’s continuing efforts toward DEI.

“Building equitable and inclusive workplaces and industry as a whole is a journey that requires participation from everyone. Our mission of advancing workplace inclusion, equity and diversity is but one element of this important work,” she said in a written statement. “We are energized by these new partnerships as we stand shoulder to shoulder to create an outdoors for everyone by lifting voices, and implementing practices and tools that drive measurable progress.”

After the controversial failed launch of its CEO Equity Pledge a year ago at the 2019 Outdoor Retailer Winter Market, Camber has tried to win back its credibility as a leader in DEI. As the organization in the outdoor industry charged with the mission of encouraging workplaces that are diverse equitable and inclusive, Newman’s organization is building relationships across the industry to share in this culturally sensitive and important work.

“SIA is committed to building authentic relationships with the many voices throughout the winter sports community to better address diversity, equity and inclusion,” said board chairwoman Wendy Carey. “This is invigorating for the future of our sports, and we know we have to lead on this. The time is now, and by having these conversations with all of the key stakeholders, we can act swiftly and take meaningful steps forward.”

Through the combined efforts of each organization Camber aims to avoid the mistakes of the past with a top-down approach. The intention is to encourage other senior executives to take an active role in the DEI efforts of their organizations.

“We believe that collaboration is the key to movement and action. We have begun the work of making the outdoors more accessible and inclusive to diverse communities through the Outdoor Foundation’s Thrive șÚÁÏłÔčÏÍű Communities initiative,” said OIA board chairwoman Nora Stowell. “This is a complex and deeply rooted issue that no single organization alone can solve.”

This combined declaration of commitment is an excellent first step toward the establishment of a community culture that truly embraces diversity. Within hours of its creation Outdoor Retailer show director Marisa Nicholson added her statement of commitment in support of DEI.

“Outdoor Retailer is proud to support our partners and everyone working on these critical initiatives,” she said. “We are committed to diversity, equity and inclusion in our own team and beyond, so that we can continue to provide an international forum to elevate these important conversations.”

Now that everyone seems to be on the DEI bandwagon, it’s important to understand that a declaration of commitment is only as valuable as a person or institution is prepared and willing to see it through. It’s a fine thing to say that diversity, equity and inclusion matter, but it’s something else entirely to incorporate their principles into the very fabric of a company’s business model. In his address at the Camber Outdoors Breakfast Keynote Blair Taylor, a partner in Workforce of the Future at Price Waterhouse Coopers, impressed upon his audience the reality that there is nothing less at stake than the survival of the outdoor industry itself.

“It’s time for business and community leaders to challenge ourselves, leave our comfort zones and take risks,” Taylor said. “The era we live in today is critical—it will define our future—and companies must rethink the way we do business.”

Taylor agrees that securing senior leadership support is the best first place to start. When it comes to DEI he suggests clearly defining both the business case and the necessity for an approach that is authentic. He warns that lasting change requires a profound shift of an organization’s culture and daily behaviors. They must measure where they begin and how they progress. And perhaps most importantly he prescribes to never go it alone.

It’s now up to each organization to go back to their respective employees, human resource managers, boards of directors and constituents to rethink the way they do business. Having declared their commitment to do better on DEI these four industry leaders have also set themselves up to be held accountable for their measurable improvement. Will things have changed by next year’s show? The industry is now watching. We’ll just have to wait and see.

The post A New Beginning for DEI in Outdoors appeared first on șÚÁÏłÔčÏÍű Online.

Like a lot of people who work in the outdoor industry, I got my start in retail. It was 30 years ago this summer, at the REI in Berkeley, California. I’d just graduated from college. I was 23 years old, and it didn’t take long to commit myself to a life of work and play in the outdoors. Over the next three years, I also took a few odd jobs as a backpacking guide and a wilderness first-aid instructor. I got into backcountry skiing and rock climbing and enjoyed life as an overeducated dirtbag.

I thought I’d really made it when I landed a job as a sales rep for in 1992. I showed up in Utah for as a complete stranger to just about everyone. I had yet to meet many of my customers; thus far we had only spoken by phone. I planned to meet one of them at the on-snow demo, in the lodge at Alta.

“How will I recognize you?” she asked. Over the phone, I chuckled and said, “I’ll be the black guy.”

We’ve Come a Long Way

Three decades ago, I was among a very small handful of people of color in this field—and the only black sales rep for a major brand. After working with companies like Sierra Designs, Montrail, and Trango, I decided that my skills might be better applied to storytelling. So in 2003, I made a career change to become a business reporter, and also began working for șÚÁÏłÔčÏÍű Business Journal. Since then, as a journalist, my job has literally been to observe the outdoor industry and report on it. Over that time, I’ve witnessed a change. When I started my career, the industry’s images, ads, stories, and videos were almost completely devoid of people who looked like me, and diversity was rarely, if ever, discussed. Today the issue is recognized as one of the highest priorities we face as an industry and has not one but two acronyms (DEI for diversity, equity, and inclusion and JEDI for justice, equity, diversity, and inclusion). Corporate leaders uniformly agree: The business of outdoor recreation must adapt to the country’s changing demographics and culture.

But that doesn’t mean we always agree on how to do it. In the last six months, we’ve entered a new phase on the path toward a more diverse future.

And the way forward doesn’t always look pretty. We have disagreements. We have anger. We have rancorous social media feuds. We have calls for resignations and boycotts. But I’ve watched this issue evolve—through both a personal and professional lens—for 30 years, and I see no reason to be alarmed. In fact, where others see setbacks, I see progress.

Mistakes Will be Made

Progress can be messy. If you’re just tuning into the discussion of diversity in the outdoor industry, you’ve missed some false starts, wasted opportunities, and abysmal failures. Six months ago, Camber Outdoors, a nonprofit whose mission is to promote equity for women and underrepresented communities in the workplace, announced a CEO Equity Pledge. Problem was, then-executive director Deanne Buck, a white woman, described the pledge as “the first of its kind.” It wasn’t. The pledge, intended to help bring more people of color into the industry, captured much of the spirit and language of a nearly identical enterprise called the CEO Diversity Pledge, initiated several months earlier by Teresa Baker, an African-American environmental justice activist.

In the aftermath of an online uproar—with claims of cultural misappropriation, theft of intellectual property, and the attempt to erase the accomplishments of a black woman—Buck stepped down from her leadership position.

To Camber’s credit, it has aimed to learn from this incident and taken steps to make amends. Under the guidance of interim executive director Diana Seung, an Asian-American woman, the organization has suspended its DEI initiatives pending the review and participation of outside consultants with training, expertise, and lived experience in addressing these very complex issues. They opened a dialogue with Baker to incorporate her vision into their plans for the future. Still, Camber has no expectation of getting off the hook anytime soon.

“I don’t know if we should be forgiven, to be quite honest,” said Seung. “We made a pretty big mistake and we need to own that. We recognize how emotionally impactful that was to the community of people of color and why. And it’s unacceptable.”

That’s a remarkable statement considering where we’ve come from. Back in the mid-’90s, most organizations didn’t acknowledge that the lack of diversity in the outdoors—both in terms of participation and employment—was even a problem. I personally tried for years, to no avail, to convince the clothing brands I represented to more directly market our products to underrepresented minorities. Today, many of those same companies are now scrambling to acknowledge the changing demographics of the U.S. population. Indeed, this whole episode came about because we have not just one CEO pledge, but two.

Diversity is
Diverse

In recent years, with the expansion of social media, grassroots DEI advocates and other passionate individuals have made an impact across the outdoor industry. It doesn’t take long scrolling through Instagram to find evidence of a new generation of avid enthusiasts climbing, skiing, mountain biking, backpacking, and paddling all over the planet. That’s great, and so is the social and political influence that comes with the growing visibility. Activists have drawn attention to the lack of diversity in mainstream media, as well as the limited number of black and brown folks who work in retail stores, as backcountry guides, on nonprofit boards, and as corporate executives. And of course, they can help find flaws in well-intentioned but ill-conceived diversity initiatives, as with the Camber CEO Equity Pledge.

But as with any thriving, dynamic community, diversity also means diverse opinions. And this can lead to conflict, even among people who are working toward the same goal. Such was the case in November of last year, during the 2018 Shift Festival in Jackson, Wyoming. At the event, which “explores issues at the intersection of outdoor recreation, conservation, public health, and cultural relevancy,” several members of the Emerging Leaders Program alleged to have experienced racial discrimination, tokenism, and emotional trauma. The program is intended to train culturally diverse leaders to support Shift’s mission, but executive director Christian Beckwith, a white man, was accused by a group of participants of creating an environment that was unsafe and insensitive to the needs of marginalized minorities.

“It is clear that Mr. Beckwith is underprepared and ill-equipped to lead an organization that seeks to center equity work in the outdoors,” the group declared in an open letter on the website Medium. A social media campaign was launched to demand Beckwith’s resignation from Shift and the Emerging Leaders Program.

Beckwith acknowledged his errors but rejected the idea that he should step down from the organization he created. “I would also like to express that the depth of my remorse is matched by my commitment to ELP alumni and future participants to create a better, safer program, one that helps us develop a movement of people working in concert to protect these places we all love and need so dearly,” Beckwith wrote on the Shift website. To that end, he turned the management of the Emerging Leaders Program over to Morgan Green, an African-American pediatrician with experience in social justice and conflict resolution. Though well short of a resignation, Beckwith was effectively removed from the position where, by his own admission, he did more harm than good.

Personal Attacks Are Not Progress

Despite this leadership change, the people calling for Beckwith to step down remained unsatisfied. An onslaught of online personal attacks were waged against several members of the Shift board, who did not agree that Beckwith needed to go. Len Necefer, a Native American scholar, the Shift board chairman, and the founder of the NativesOutdoors, an apparel brand, said these online “callouts” only stifle the prospects of a constructive conversation. “This episode showed me the toxic underbelly of what callouts are,” he said. “They’re incredibly dehumanizing and they strip any ability to have dialogue.”

There can be no path forward if we fail to communicate. And there’s nothing like personal attacks to stop the conversation (attempts to reach individuals behind the online callouts were declined or ignored). But I understand that positive communication sometimes takes work. I’ve experienced public shaming on social media myself, and got sucked into the angry rhetoric and name-calling. For that I humbly apologize (and asked for forgiveness both publicly and privately).

Personally, all I’ve ever wanted is to see more people who look like me enjoy the same opportunities I have had to spend time in the outdoors. And now that it’s happening—now that I see so much advocacy and so many vibrant voices where before there were none—I worry about the tone of the conversation. I worry that in order to avoid being drawn into controversies they have no ability to control, industry professionals like Necefer will reconsider their involvement.

“I don’t even know if it’s worth trying to think of this as a bigger movement or to even be part of it,” he said. “I feel like I just have to defend my own at a certain point because if I go outside of my lane, I’m just going to get torched.”

Seattle-based activist Frances Lee recognizes the insidious nature of online confrontations in social movements. They write about the harm callouts can cause from their personal experience. They illustrate how even those who stand up against institutions that marginalize minorities can be guilty of perpetrating that same behavior among their own group of supporters.

“Terms like ‘oppression,’ ‘tone policing,’ ‘emotional labor,’ ‘diversity,’ and ‘allyship’ are all used in specific ways to draw attention to the plight of ‘minoritized’ people. Yet their meanings can also be manipulated to attack and exclude,” Lee wrote in an essay for Yes magazine.

But even this detour into callout culture can be seen in a positive light. It’s like we’ve reached a critical mass, and have to contend with some of the unfortunate realities of the larger world. But we have a choice in how we deal with them.

“We don’t want to do what the oppressor has done, which is often to marginalize a group of people and in different ways to legislate that marginalization, to make it culturally appropriate to marginalize,” said Dr. Carolyn Finney, the author of the book Black Faces White Spaces and a nationally recognized expert on environmental justice. “True reconciliation and redemption only come from owning up to our mistakes and asking for accountability and embracing a spirit of forgiveness.”

The Path Forward

Despite all that has happened in recent months, activist Teresa Baker insisted that the only course of action toward a brighter future is to share the work of justice, equity, diversity, and inclusion among those with whom we don’t always agree. In a recent statement, Baker formally accepted the apology of Camber Outdoors and recommitted herself to working with industry partners toward the creation of a community in which everyone is welcome to participate and be recognized for the cultural value they represent. Perhaps now, as we enter the 2019 Outdoor Retailer Summer Market, she said, we can engage in a constructive dialogue and walk the pathway forward together.

“My purpose is to do this work as a collective,” Baker said. “We need Camber Outdoors to help. We need Shift to help. I want these people to understand that they have an obligation not just to this work, but to these outdoor spaces that we claim to care about. If we care about them, really care, we have to keep fighting through our mistakes.”

Yes, I’ve seen much change in the outdoor industry in the last 30 years. But one thing remains constant. The people of our community share an enduring love of the natural world. It’s where we all work and play. Despite our differences, we can all agree that the outdoors should be open and available for everyone to enjoy. In our work to get there, we’ll make plenty of mistakes. But we should trust each other and have faith that we’re all doing the best we can every step of way.

The 4-Step Plan: What Your Company Can Do to Be More Inclusive

1) Make a statement of intent. It’s like an internal promise to stay on track. For an example from the Ice Age Trail Alliance, go to

2) Get professional help. It’s not enough to hire minorities. Invest in diversity training. Nicole Browning from REI says the brand is working on universal inclusion and unconscious-bias training for all coop employees. Start here: The Avarna Group, the Greening Youth Foundation (GYF), and The Center For Diversity & the Environment.

3) Build relationships with diverse communities. Through content sharing, sponsorships, and co-hosting events, engage with Historically Black Colleges and Universities (HBCUs), NAACP, Urban League, 100 Black Men, and outdoor industry affinity groups (see left). “Through our Explore Fund, we’ve searched for and supported organizations to help remove barriers and create community for nearly ten years,” said Eric Raymond of The North Face. “It’s a simple idea that’s helped us learn and thrive together.”

4) Be intentionally inclusive in your marketing strategy. Your marketing needs to represent the individuals you want to reach and reflect the values of their communities. “The most important thing is that our creative partners share our belief in nature and the trail as a unifier,” said Strick Walker of .

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After all that has transpired since the events of the 2019 Outdoor Retailer Snow Show in Denver, Colorado, one thing had yet to occur—a formal statement from Teresa Baker.

When Camber Outdoors introduced its CEO Equity Pledge, with the intention of making the outdoor industry more diverse, equitable and inclusive, the document was framed as the “first of its kind.” As previous efforts had been undertaken months earlier by Teresa Baker, an African-American environmental justice activist, through her Outdoor CEO Diversity Pledge, there were many people of color and sympathetic allies in the outdoor community who took exception.

Following the resignation of Camber’s executive director Deanne Buck and a formal statement of apology, Baker had not publicly publicly responded to the events, until now. In the following statement shared exclusively with OBJ, Baker expressed her forgiveness and willingness to work with industry professionals toward the common goals of DEI, and calls upon the industry to let bygones be bygones.

Teresa Baker’s Full Statement on “Moving Forward in Forgiveness”:

I’m learning my responsibility to forgiveness. I have a better understanding of the saying, forgiving others isn’t about them, it’s about you. I’ve struggled with this over the past few months and how I need to trust in my faith and believe that change is possible even through discourse.

I feel the outdoor industry is at the proverbial “fork in the road.” Which direction does it take to maintain its growth, how does it mend some of the issues that it now faces and who is responsible for bringing all the different voices and concerns together? I believe the answer to that is WE ALL PLAY A ROLE in patching things and moving them forward.

I have started to patch things with Camber Outdoors, conversations are being had, action plans are in place. It has taken me some time to reach this point, but allowing things to linger doesn’t repair them, it takes individuals coming together with the understanding that we may never be on the same page, but we care enough about a subject to listen respectfully and move forward in action. I’m ready to move forward in action.

I’ve had so many people reach out to me asking for advice on how to not make mistakes in the work of DEI. My advice has been to not focus on mistakes that may take place, focus on doing the work with individuals who have skin in the game. I believe mistakes will happen, but if respect is built into the work, we can come together and talk through those mistakes without them blowing up over social media.

So, to Camber Outdoors, I hold no animosity, I continue to extend my hand in equitable collaboration. I encourage you to lead your DEI efforts in respect of others who have been doing this work for years. And most importantly, know that your road ahead may be bumpy, but trust in the promise of change.

Let us all honor Ann Krcik by moving forward in respect of the org she help to create.

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Just when the outdoor recreation industry seemed to be making serious progress on the complex issues of racial diversity, equity and inclusion (DEI), the best efforts of a leading advocacy organization were stopped dead in their tracks. Despite its good intentions the initiative created by Camber Outdoors called the CEO Outdoor Equity Pledge ironically failed from the moment it was formally introduced by neglecting the very thing it was designed to do: bring people together.

Described as the “first of its kind,” the Equity Pledge was meant to obligate the commitment of senior executives at more than 60 outdoor industry companies to address the interests of under-represented minorities as part of doing business. But the spirit of the document ignored the work begun by grassroots activists within the same communities the outdoor industry now aims to reach. Not only did Camber fail to ask people of color (POC) for assistance with the creation of its program, it co-opted the previous work of activist Teresa Baker, similarly titled the Outdoor CEO Diversity Pledge.

With virtually no direct engagement of the many outdoor-facing affinity groups, whose members include people across a broad spectrum of racial and cultural identities, Camber made a critical error that resulted in a lot of hurt feelings, professional embarrassment, and—ultimately—the resignation of its executive director Deanne Buck.

The Racially Charged Nature of the Topic Makes Companies Nervous to Commit to Action

Now that a bit of the dust has settled from the swirl of controversy a month ago, it’s possible to take a look around the cultural landscape of the outdoor industry and see where we might go from here.

A lot of angry rhetoric on social media and calls for Buck to step down sent ripples of genuine fear throughout the business community. Intimidated by the emotional sensitivity of this very complex issue, several outdoor industry companies have become skittish to start communicating with both employees and customers on DEI for fear of making a blunder. Many are afraid that they, too, might make an inadvertent mistake and suffer the same fate—public outcry and backlash— as Camber.

One marketing manager of a major outdoor brand, who asked not to be named for this story, expressed profound reservations to even discuss it. “We feel we have not made enough headway or tangible progress to be credible in the conversation,” the manager said.

As Camber Outdoors continues to advocate for equitable workplaces under the direction of interim executive director Diana Seung, the Equity Pledge is still in effect. At the same time, Baker’s Diversity Pledge is growing—there are currently 34 signatories (11 have signed in the last month).

Many in the industry want to take direct action and work toward substantive compliance with whichever of the two pledges they have signed. Most, however, aren’t exactly sure how to proceed.

But rather than looking back over the events of the past month to discover what went wrong, those who are dedicated to moving DEI efforts forward hope to create and practice more effective ways to bring the industry together toward a common goal, an outdoor recreation community where everyone is welcome to participate.

“I want unity more than anything. I want to do away with this ‘that-side-verses-this-side’ conversation,” said Baker. “What I want is for us to understand that we all care about these outdoor spaces and as such I think the more people at the table around the conversation on the protection of these outdoor spaces the better.”

The Two Diversity Pledges Are Different, but Similar, and Can Co-exist

In principle, the two pledges have a great deal in common, but they’re also slightly different. Camber’s Equity Pledge emphasizes the priorities of professional organizations who tend to resist external regulation, Baker’s Diversity Pledge encourages direct engagement with the POC community and suggests a more transparent holistic approach.

Neither document contradicts the other. Therefore, it’s possible that both could exist in tandem as guiding practices for companies to employ.

“In an ideal world we wouldn’t need any pledge,” said Seung. “However, the reality is that every company is at a different stage in their DEI maturity. I love Teresa’s pledge because it’s all-encompassing and challenges CEOs and organizations to focus on DEI efforts across the workplace, marketing, participation, and more. However, signing up for all of that can be intimidating for some organizations. I celebrate those CEOs who have signed her pledge but recognize it’s not for everyone.

“Our CEO Outdoor Equity Pledge focuses primarily on the workplace, which for many CEOs is a great stepping stone from the gender equity focus we had before. I think both pledges need to exist so that we can get as many people invested in this work to have the conversations around equity in the outdoors.”

A Path Forward to a More Inclusive Outdoor Industry

As the U.S. population grows through the 21st century, it will soon shift to favor a non-white majority. It is anticipated that by the year 2045 most American citizens and residents will be people of color. If outdoor recreation is going to remain culturally relevant as this change occurs, many believe that the outdoor industry must change with it. “The way we do that is connecting these communities of color to these outdoor spaces,” Baker said. “And I think the outdoor industry can play a huge role in that.”

As the collective voice for many different businesses and institutions, the Outdoor Industry Association is the most likely professional group to actuate efforts to encourage DEI nationwide. Baker believes OIA can lead its member companies toward a professional environment that reflects the diversity of the population as a whole.

“I don’t want to apply pressure to OIA, but they have a lot of freaking power. They need to do something at this point to help us come together,” she said. “Not fix it, because it’s not their job to fix it. But I think it’s their job to find a way to get us all talking.”

Though traditionally focused on economic issues and regulations of the federal government, OIA has a vested interest in expanding the outdoor community to include more people of color, along with other under-represented segments of the population.

To date, OIA has left the job of workplace equity to Camber Outdoors and hopes to inspire its members to honor the principles of the Equity Pledge as well as Baker’s Diversity Pledge.

Gareth Martins, marketing manager at OIA, says all efforts to achieve DEI should be encouraged. “There are no wrong answers on this journey. Any attempt to forge forward and start figuring this out is ultimately good for any brand,” he said. “But we can’t do this from a perspective of fear. I think it would be a good task for OIA to provide messaging and guidance for our member companies on why they should take this journey.”

What Exactly Does Progress in DEI Look Like?

Organizations that support the interests of the outdoor POC community are eager to help. Danielle Williams is the founder of Melanin Base Camp, a social media network that encourages people of color to enjoy the natural world. Her website DiversifyOutdoors.com is the online home of Baker’s Diversity Pledge. With an eye toward changing the cultural landscape of the outdoor industry Williams has a clear vision of how the path of progress might be different. Throughout the outdoor industry she wants to see broader representation in professional settings.

“Progress looks like paying fat, queer, and POC talent and photographers industry rates. Progress looks like diversifying boards of directors and empowering black, brown and indigenous folks within outdoor organizations,” she said. “Progress is recruiting MBAs from HBCUs (historically black colleges and universities) and changing your organizational culture to ensure your company is a place where diverse people and diverse ideas can thrive. Progress looks like refusing to work with ad agencies, PR firms and media production companies that do not reflect the diversity of your customers.”

With this kind of input, Camber is getting a good idea of where its efforts need to improve. Seung said recent conversations around the industry have prompted her organization to recognize its complicity in the same problems it had hoped to correct.

“We needed to hear the criticism and feedback around how our approach ignored the voices, experiences, and contributions of people of color and communities who have not had a seat at the table,” Seung said. “We are moving forward and dedicated to doing the equity work required to help drive positive change with eyes wide open.”

Working Together on DEI Is Critical: Everyone Has a Part to Play

But with much work still ahead, some suggest that the responsibility of diversifying the outdoor industry cannot fall exclusively upon a single institution. Lise Aangeenbrug is the executive director of the Outdoor Foundation (OF), OIA’s philanthropic wing. Charged with the mission engaging young people and their families to become stewards of the natural environment, she knows, like Camber, her organization can’t do the work of DEI alone.

“The industry needs to see this as a continuum of work that’s all related and fits together,” Aangeenbrug said. “I work on the side of getting kids and families outdoors and creating diversity, but in my mind that doesn’t work unless there’s also internships, recruiting, and marketing. The foundation cannot solve this problem. None of us can. What the foundation can do is work on a piece of it. But the industry really needs to embrace a much larger view of this.”

One way OF is embracing its piece of the challenge is the Thrive șÚÁÏłÔčÏÍű pilot program, launching in at least four cities across the country later this summer. The initiative aims to support local networks of youth development agencies, schools, and outdoor adventure groups such as the YMCA or the Boys & Girls Club and provide repeatable experiences that can reinforce an interest in the outdoors that’s culturally relevant to that community. The Outdoor Foundation has received about $2 million contributed by OIA member companies to make this happen.

“Our plan is to scale up over time to 16 places where we make the investment. I think it’s important to note that we’re not doing the work. We’re fueling it with funding from the outdoor industry,” Aangeenbrug said. “This isn’t going to overnight-change the diversity of who goes outside, but it can bring attention and dollars to the issue. And really get communities to see the benefits of kids and families getting outside.”

Direct engagement opportunities within under-represented communities can serve to raise awareness for the values of outdoor recreation. Over time, with the help of affinity groups like Outdoor Afro, Latino Outdoors, Brothers of Climbing, Unlikely Hikers, and others the outdoor industry can inspire a new generation of enthusiasts that reflect the changing face of the American public. By working through partners on the ground who have solid relationships with the communities they aim to reach, companies are also creating a diverse pool of potential job applicants POC job applicants, individuals with authentic experiences that may emerge from these groups.

The Changing Face of the Industry

Major players in the industry like The North Face are preparing to welcome this new demographic of employee candidates into their workforce. Reggie Miller, senior director of global inclusion and diversity at the VF Corporation says he looks forward to hiring from a different pool of job applicants in the future.

“We have publicly announced our commitment to achieving gender parity at the director level and above by 2030, and 25 percent representation for people of color in the U.S. by that same year. By reaching these goals, we will inevitably develop a workforce that looks more diverse than we do today,” Miller said. “But again, we aren’t doing this for the optics; we’re doing it because our workforce should reflect the diversity of the global consumer populations we serve.”

Though many companies are inspired to do the work of DEI, it’s never easy to know where to begin. Despite its size and market presence across the nation even a retailer like REI struggles to better represent the interests of its customers and employees.

“Part of the inherent challenge in diversity efforts is that there’s no single ‘right way,’” said Laura Swapp, REI’s director of experiences marketing. “But we can’t get stuck. Eventually you have to pick a path and move, knowing the path will always change.”

Perhaps with a better understanding of how its efforts can more proactively serve under-represented communities in the outdoor industry, Camber, OIA, OF and other organizations can start designing programs and systems that are responsive to the ever changing landscape of our cultural reality.

But any journey begins by taking that first step. For some, signing one of the two CEO Equity/Diversity pledges is a good place start. By formally declaring a commitment to changing their business practices companies, they can steer themselves in the right direction, but moving this intention forward may require some professional help.

Angelou Ezeilo is the founder and CEO of the Greening Youth Foundation, a nonprofit that prepares young people of color for professional careers in federal bureaus of land management as well as private sector outdoor industry companies.

In order to avoid an embarrassing failure that might discourage or inhibit forward progress, she suggests starting slowly with manageable goals. Ezeilo recommends first making small internal changes, such as creating programs for cultural sensitivity training. With a working understanding of offensive behaviors or the potential for unintended micro-aggressions, companies can define an inclusive workplace.

Senior management has to model good professional etiquette as an example of the corporate culture from the top down. And whenever possible, veteran employees should act as mentors to help guide the careers of new hires from different backgrounds, so that they are not only made to feel welcome but given the tools and opportunities they need to be successful in the organization.

But this kind of institutional change will take a lot of time and effort. As a first step on the journey of DEI in the outdoor industry companies both large and small can begin by creating an environment where everyone is happy to come to work.

“You’ve got to start somewhere, so start quietly at first,” Ezeilo said. “Authentically do the work on this thing that you’re creating and make sure before you take it out to the public or to social media that you’ve got a majority of the major kinks worked out. Then grow it from there.”

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Up in quaint Ketchum, Idaho, Cassie Abel always has something to do. As the owner of women’s apparel brand Wild Rye and founder of White Cloud Communication, as well as being an active skier, hiker, mountain biker, and dog owner, you can find her firing off emails and strategizing with her rock-star teams or getting fresh air and exploring the trails. Busyness aside, Abel found time earlier this year to lead another initiative: elevating female-powered companies through Women-Led Wednesday.

On International Women’s Day last year, we featured Abel among 10 female leaders in the outdoor industry. Since then, Abel has put the spotlight on dozens and dozens of other businesses we, and probably you, didn’t know were led by amazing gals. For the second year, we’ve compiled a list of another ten rad women—and we’re putting a call-out to add to Abel’s growing directory of women leaders. Happy International Women’s Day!

10 Rad Women

Amy Beck, president of Obōz/Kathmandu North America

Before her position at the Montana-based footwear brand bought by the New Zealand retailer, Beck was a brand manager at Waypoint Outdoor. She has extensive experience in the outdoor industry, having worked at Smartwool and Lucy Activewear, both part of VF Corporation. Of her new role, she said, “I see an enormous potential for Obōz and Kathmandu in North America by continuing to develop long term partnerships within the specialty outdoor distribution and by bringing to market creative and innovative products.”

Ellen Brin, CEO/owner at Dakota Grizzly

Brin’s grandfather founded the men’s outdoor clothing brand in the 1940s and when she was young and asked her father if she could join the business. The answer was no. She went on to get a CPA license and at age 40, her father finally asked if she’d be interested in becoming the CFO. Now, Brin is 50/50 partner with her brother-in-law, Rob, and the St. Louis, Missouri-based Dakota Grizzly also has a female president and designer.

Nailah Blades Wylie, founder of Color șÚÁÏłÔčÏÍű

Blades Wylie started Color șÚÁÏłÔčÏÍű—an events, life coaching, and retreat business—”as a safe place for women of color to come together and create unapologetic, soul stirring lives through outdoor adventures.” Through different types of gatherings, she encourages people to push their bodies, reconnect with their true selves, and strengthen community ties. The Diversify Outdoors ambassador said, “We don’t let anyone question our right to take up space.”

Gloria Hwang, founder of Thousand Helmets

Until she lost her friend in a fatal bike accident, Hwang wasn’t fond of wearing helmets. To start Thousand Helmets, the entrepreneur emptied her savings account and launched a Kickstarter in 2015. The helmets are vintage- and moto-inspired, empowering stylish-minded people to protect their domes without sacrificing looks. Hwang is also mindful of how products might harm the environment and started a Carbon Offset Program and partnered with 1% For The Planet.

Corinne Prevot, founder of Skida Headwear

Vermont never looked so colorful. Prevot, a skier and designer in her late 20s, picked up some fun fabric in 2008 and sewed it into her first line of hats headbands, neck gaiters, and other ski accessories. Skida can be found in about 300 stores across the U.S. and the funky prints—mountain fog, bento boxes, and geo blossoms—help skiers stand out on the slopes.

Alison Mariella DĂ©sir-Figueroa, founder of Running 4 All Women and Harlem Run

An endurance athlete, mental health counselor, and activist, DĂ©sir-Figueroa was named by Women’s Running as one of 20 women who are changing the sport of running and the world. She was named by The Root 100 as one of the most influential African Americans, ages 25 to 45, Alison is an endurance athlete, activist, and mental health counselor. She founded the two running movements to empower runners of all levels, from all backgrounds.

Beth Cochran, founder and owner of What’s Up PR

Based in Denver, Colorado, Cochran heads up the specialty brand consulting firm and works with Bergans of Norway, Centric Software, and CHAOS. She started in the ’90s after biking across America without support for 60 days and wrangling The North Face, Power Bar, Therm-a-rest, and Trek as sponsors. Those who have worked with her say she is a natural mentor and deeply cares about her clients and employees. Cochran also served as a board member for Camber Outdoors, on the Snowsports Industries America Ski Committee to create female mentorships, and a panel facilitator for Outdoor Industry Association.

Justine Barone, co-founder and CEO of Gearo

On a mission to simplify gear rentals, Barone founded Gearo. The marketing tool helps retailers with their inventory management, detailed reporting, and real-time booking. Barone was a finalist in Camber Outdoors’ 2018 Pitchfest. In an interview, she said she felt guilty when people wanted to offer support. But, “I’ve realized it’s not about owing one person, but generally giving back to future startup generations, or anyone I can, and it all balances out.”

Jaylyn Gough, founder of Native Women’s Wilderness

Gough is from the Navajo Reservation in New Mexico and founded Native Women’s Wilderness out of the frustration of the lack of women of color represented in the outdoor industry and to raise awareness about Ancestral Lands. Through the nonprofit, Gough has given a voice to and inspired indigenous women to speak up about the hardships of being a woman of color, but also how the land heals them. She currently lives in Boulder, Colorado, and enjoys fly fishing, backpacking, mountain biking, and hiking. Read her Snews story about indigenous leaders.

Jen Gureki, founder of Coalition Snow and Sisu Magazine

Coalition Snow is one of very few women-run snowboard and ski makers. Often outspoken about equity, Gurecki started her company in 2014 to “deconstruct the status quo.” Gurecki also founded Zawadisha, a social enterprise providing small loans to rural Kenyan women, and Sisu Magazine, giving women a print platform to challenge the patriarchy. You can also find her often recording the Juicy Bits podcast.

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In the last two weeks, the outdoor community has been faced with several reputation crises: Camber Outdoors’ announcement of the “first ever” CEO diversity pledge and, this week, the resignation of REI CEO Jerry Stritzke and Camber’s Deanne Buck.

Each story has and will garner significant discussions about what should and should not have happened. Dialogue is happening online, around water coolers, with friends and with colleagues. Hard conversations are taking place and passions are running high. Questions will persist. And questions are rarely a bad thing.

There are lessons to be learned about the importance of communication, as well as preparation for public relations crises. Today’s 24/7 news cycle demands it given that a crisis can happen at any hour of the day. Being prepared will help prevent communications pitfalls that could send a challenging situation from bad to out of control in a New York minute.

Having handled crises for the Mayor of New York, ski resorts, and several trade organizations (ranging from violent out of control community meetings, fatalities, management changes, large scale layoffs to unexpected political changes), I have developed a list of best practices that, when used properly, can begin to alleviate a crisis—especially when the walls seem to be tumbling down.

The Three Phases of Crisis Management

Crises are all-consuming, emotional, and exhausting. As a PR professional, you need to be very clear and purposeful during each phase and make sound, albeit oftentimes immediate, decisions. Each phase, consisting of the 3 “Rs” of crisis management, requires a specific plan, timing, tone, and response.

Phase One: Immediate Response

This action is taken immediately after the crisis occurs or is announced. Phase One involves gathering the crisis team, deciding upon the first outbound communication, (e.g., a statement, interviews or [rarely] a press conference), developing a Q&A, and handling the logistics for all of the above.

Phase Two: Remediation

This phase occurs in the few weeks following the crisis and extends the messaging of the initial announcement. Does this require Town Halls or a listening tour? Does the organization need to send out weekly progress reports regarding the crisis? Are there policy changes that need to be discussed and reviewed? Are there longer-term implications for investors? Plans for social media?

Phase Three: Restoration

This phase incorporates long term planning and execution of a strategic vision and communications plan which will vary based on the nature of the crisis.

5 Best Practices for Crisis Management

1. Plan Ahead.

This will help prepare communication teams for the worst and help to alleviate the pain, though not eliminate it completely, and it’s critical, as it enables communication pros to make decisions calmly, not in the heat of battle, which can include things like a controversial issue, a physical crisis on site, a fire, a leadership change, a product recall, or a community demonstration. You will need professionals. (Don’t cut your PR teeth on a crisis.) Some tips:

• Designate a crisis team: Have a designated team and phone tree with cell phones on a list for all members including management, public relations, investor relations, social media manager, website team, human resources, community affairs, legal team, and operations (if necessary).

• Identify the lead: Know who is the lead, designate that before hand.

• Determine the spokesperson(s): Who is designated and who will be prepped to speak to the media and other publics

• Assemble a “war” room: Have a process/timeline for assembling the team and a venue/room.

• Distribute the actual plan: Have the details of the crisis plan in several locations (not just in the company headquarters, in case the company headquarters has to be evacuated).

• Update the media list: Have the most up to date media list ready to go.

• Check your social channels: Ensure that social channels are in working order and ready.

2. Gather the Facts.

Before issuing any kind of statement, gather the facts. Then confirm them. Hire outside help if needed. Then confirm those facts again and again. Understand that the outcome of the facts and intelligence gathered may result in a change of leadership, thus, in addition to the actual crisis, you may need to be prepared to address this change.

3. Remember Your Audiences.

You will likely have a few audiences that have to be communicated to first, and there is definitely an order of priority. If this is an issue of safety, (e.g., an incident or fire onsite), the first priority will be any employees impacted on site. If it’s an announcement about a leadership change, merger, layoffs or other non-threatening issue, there is likely a Board of Directors, senior management, employees, sales reps, retailers, or others. (If you’re a public company, it’s an entirely different ball game.) Audience priorities are determined by the nature of the crisis. Each audience will likely need a personal and tailored approach. And don’t forget the lawyers, especially if you’re public. Any form of written apology, press release, statement, etc., will need to be reviewed by your legal team, especially if the crisis is likely to impact the stock price.

4. Make Your First Public-Facing Communique Thoughtful, Transparent, and Consistent.

This first statement will shape the crisis immediately and is the most important. Honesty and transparency are critical, as well as an actual apology. The statement needs to include the positive actions being taken and a timeline for these steps. The statement should be hosted on various sites (decided on a case by case basis), whether it’s the company website, Facebook, Instagram or Twitter. Sometimes a press conference is warranted, sometimes not.

Your team will need to divide and conquer in order to deal with media inquiries, social chatter, retailers, key accounts, communities, board of directors, investors, and sales reps, among others. Develop a Q&A of anticipated questions and answers. Review and rehearse those questions. Decide who is going to be the media contact for inbound questions. This pro should be experienced in crisis communications.

5. Pave the Way for Positive Change.

Crises have a way of spinning out of control and, sometimes, can be dire for a company. However, if handled properly, the learnings imparted from a crisis may lay a strong foundation for positive change and bring people together. It may even be an opportunity to create a positive perception of the organization—as long as news surrounding the crisis is handled in an effective and efficient way.

The outdoor industry is strong, resilient, caring and incredibly devoted. Difficult challenges bring this community together and lift it up. This time will be no different.

Chris Goddard’s own crisis management team, which includes account director Wendy Agudelo, director of Client Services Meryl Rader contributed to this article.

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