By Nicole Harris, CEO & Founder, Solv Communications
September 7, 2026. Details reflect what was publicly reported as of this date.
The developing story involving Arizona State University hockey player Matthew Mayich hits differently for me.
Not only as a communications professional, but as an aunt to a niece and nephew who play hockey.
I know how much hockey can mean to a young athlete. The commitment. The sacrifice. The camaraderie. The dreams. And the trust families place in coaches, teams and institutions to look after their kids.
That is what makes this story so heartbreaking.
A 21-year-old athlete remains hospitalized after collapsing during an outdoor team workout on August 20, while his family confronts what has been described as a devastating prognosis.
Whatever the investigation ultimately determines, one thing should remain at the centre of the conversation:
A young man's life has been profoundly impacted, and a family is living through an unimaginable crisis.
My thoughts are with Matthew, his family, his teammates and everyone who cares about him.
But this developing situation also raises a much bigger question about crisis communication:
When something goes terribly wrong, where does an organization's response begin: with protecting its reputation, or with caring for its people?
Behind Every Athlete Is a Family
When athletes step onto a rink, field or court, we often see the individual.
We see the jersey. The statistics. The performance. The potential.
But behind every athlete is a family.
Parents, siblings, grandparents, aunts, uncles and friends who have invested time, emotion and trust in that person's journey.
When something goes wrong, the organization isn't simply dealing with a communications challenge.
It is dealing with human beings whose lives may have changed in an instant.
That distinction matters.
Because crisis communication isn't just about managing headlines. It is about understanding what people need when they are frightened, grieving, confused or searching for answers.
Crisis Communication Isn't Just About the Statement
In public relations, crisis communication can easily become a messaging exercise.
What should we say?
When should we say it?
How do we minimize risk?
How do we protect the organization's reputation?
Those questions have their place.
But they shouldn't be the first questions.
The first question should be:
What do people need from us right now?
Arizona State University has publicly expressed support for Matthew and his family. That expression of compassion is important.
But in a crisis this serious, compassion cannot live only in a statement.
People watch what organizations do, not just what they say.
They watch whether leaders show empathy.
They watch whether information is communicated clearly.
They watch whether an organization is transparent about what is known and what remains unknown.
They watch whether appropriate safeguards are being considered.
They watch whether people feel safe speaking honestly.
And they watch whether an institution is willing to confront difficult questions without prejudging an investigation.
These aren't simply public relations questions.
They are leadership questions.
People Before Reputation
There is an important difference between managing a crisis and managing a reputation.
When an organization becomes primarily focused on protecting its reputation, communications can quickly become defensive, legalistic or carefully sanitized.
Every word gets run through a risk filter.
Every sentence is designed to minimize exposure.
Every statement says as little as possible.
That approach may reduce immediate legal or reputational risk. But it can create another, potentially deeper, problem:
People may begin to believe the organization is protecting itself rather than confronting the human reality of what happened.
The strongest crisis response is often the opposite.
It sounds like:
We care.
We are listening.
We are investigating.
We will communicate what we can, when we can.
And we will take action where action is required.
That doesn't mean making premature conclusions.
It doesn't mean assigning blame before the facts are known.
And it certainly doesn't mean compromising an investigation.
It means demonstrating that compassion, accountability and transparency can and should exist together.
What Families Need to Know
For universities, sports organizations and every institution entrusted with the safety and wellbeing of people, reputation isn't built by having the perfect statement ready.
It is built long before a crisis happens, and revealed by how an organization behaves when something goes terribly wrong.
Families need to know that their concerns will be heard.
Athletes need to know that their wellbeing matters.
Employees and teammates need to know that they can speak up.
And the broader community needs to see that an organization understands the seriousness of the situation and is prepared to learn, respond and act.
That is what leadership looks like in a crisis.
As a hockey aunt, I know that when parents send their kids onto the ice, they are trusting more than a coach or a team.
They are trusting an organization with someone they love.
That responsibility should never be forgotten.
The Crisis Test
Every organization likes to talk about its values when things are going well.
A crisis is where those values are tested.
It's easy to say you care about people when there is no pressure.
It's much harder to demonstrate it when lawyers are involved, facts are still emerging, emotions are high and the media is asking difficult questions.
That is precisely when leadership matters most.
The organizations that navigate crises well aren't necessarily the ones with the most polished statements.
They are the ones that understand that trust is earned through behaviour.
They communicate honestly.
They listen.
They show empathy.
They take responsibility for what they can control.
And when something needs to change, they act.
The Most Important Question
In moments like this, the most powerful communications strategy may be the simplest one:
Put people before reputation. Lead with humanity. Let your actions prove your words.
Because when the stakes are this high, the question isn't simply:
"What should we say?"
It is:
"Who are we going to be when it matters most?"
That is the real test of crisis communication.
And sometimes, the most powerful message an organization can deliver isn't found in a statement at all.
It's found in what it does next.
About Nicole Harris
Nicole Harris is the Founder and CEO of Solv Communications, a strategic communications, public relations, reputation management and AI visibility firm. A former television journalist and news anchor, Nicole brings more than 25 years of experience helping leaders and organizations communicate with clarity, credibility and confidence when it matters most.
A strategic communicator, Reputation Architect and media trainer, Nicole specializes in crisis communications, reputation management, executive communications and helping organizations build trust, visibility and credibility in an increasingly AI-driven world.
