10 Crisis Communications tips every CEO should know
Every CEO and business leader hope they will never have to face a crisis. But the reality is, it is not a matter of if, but when.
Every day, there are more than 2,200 cyberattacks or roughly one every 39 seconds. It is also estimated there are hundreds of millions attempted attacks globally every 24 hours. That is a lot.
With statistics like that, the top concern for any business or organisation remains cybersecurity. But so too is a workplace accident or a scandal on social media. Whatever it is, you need to be crisis ready.
Crisis Communications at Adoni Media
At Adoni Media, we have provided effective crisis communication support to protect the brand and reputation of clients around Australia, from small family-owned businesses to multinational companies.
“As a former senior journalist with more than 30 years’ experience in the media, I have seen the best and the worst in crisis management,” Managing Director Leisa Goddard, said.
“We know every minute counts when a crisis occurs. And as the retained, on-call crisis response agency for national brands and organisations, the way you respond is critical,” she said.
Here are 10 crisis communication tips every CEO should know.
- Respond quickly
If you don’t quickly acknowledge a crisis and be involved in the narrative, others will jump in and fill the silence. The danger is they may not be speaking from a place of authority and may not provide the right information.
To build trust, you need to provide empathy for those involved, details about what you know and the actions you are taking, and when you will be able to update the situation. Three things that must be included in your first crisis response.
- Lead from the front
People want to hear from you as the CEO and the leader.
During a crisis, hiding behind a spokesperson or media statement can appear evasive and detached. People expect to see leadership and so you, as the CEO, need to give your employees, customers, and stakeholders confidence that you are managing the crisis.
- Show empathy
Showing empathy is the most important thing you need to do. People will remember how you made them feel before anything else. Facts matter, but empathy builds trust because you are acknowledging how people have been impacted.
Once you have done that, follow up with what you are doing whether it be an investigation or a process to manage the crisis, and always finish with a commitment to provide an update with more information when you can.
By following these three simple steps, you are making people feel heard, giving confidence you are doing something about the problem, and that you will be back again to let them know what is going on.
- Always tell the truth
Nothing damages credibility faster than misleading information.
If you don’t know something, say so. If you have made a mistake, own it.
The truth almost always comes out eventually and attempting to hide it usually becomes a bigger story than the original crisis.
- Prepare before a crisis happens
The worst time to create a crisis communication plan is during a crisis when you are under intense pressure. Being crisis ready provides a road map to follow saving valuable time when every minute counts.
To be crisis ready every organisation should have:
- A crisis communication plan
- A good spokesperson who has been media trained
- Key holding statements
- Internal communication procedures
- Media response protocols
- Keep employees informed
One of the biggest mistakes organisations make is focusing only on the media when your employees are your most important audience.
If staff hear news from social media before hearing from leadership, you lose trust.
Communicate early, communicate often, and ensure everyone understands the key messages.
- Stay consistent across every channel
Your media interviews, website, email updates, and social media should all reinforce the same core messages.
Mixed messaging creates confusion and invites unnecessary scrutiny.
Consistency does not mean repeating the same sentence, it means ensuring every piece of communication supports the same facts and direction.
- Don’t say “No Comment”
Few responses raise suspicion faster than “no comment.” It shows a lack of empathy, it can make you appear untrustworthy, and it can also suggest an admission of guilt.
“No comment” is also a missed opportunity as it allows the reporter to put words into your mouth and allows someone else to tell your story.
There are other things you can say if you can’t discuss specific details.
For example: “It is before the courts…”, “Due to privacy…”, “Out of respect for those involved…” or “That is part of the ongoing investigations, and we will provide an update as soon as we can.”
- Monitor the conversation
A crisis does not end after the first media interview.
Monitor traditional media, social media, and stakeholder feedback so you understand how the story is evolving and correct misinformation quickly if you need to.
Actively listening to the conversation also allows you to be adaptable and to be seen to responding to the most up-to-date information.
- Protect your reputation before you need to
The strongest reputations are built long before they are tested in a crisis.
Strong relationships with journalists, clear communication with stakeholders, and consistent leadership all create goodwill that can make an enormous difference during difficult times.
When people already trust your organisation, they are more likely to give you the benefit of the doubt when challenges arise.
No organisation is immune from a crisis. What separates successful leaders from unsuccessful ones is how they communicate when the pressure is on.
A well-managed crisis can actually strengthen an organisation’s reputation by demonstrating transparency, accountability, and leadership.
“Crisis communication is about trust. The organisations that come through difficult situations strongest are those that tell the truth, show genuine empathy, and communicate consistently from beginning to end,” Mr Goddard said.
For CEOs, that may be the most valuable communication lesson of all.
