How to be crisis ready: 8 mistakes that can destroy your reputation
This blog is based on a keynote address by Adoni Media, Managing Director, Leisa Goddard, to the Trucking Australia 2026 conference on Hamilton Island, on 5 June 2026.
Most businesses have a crisis plan for operational risks. But far fewer have a plan for what happens when the media calls.
Whether you’re in transport, logistics, manufacturing, information technology, or any other industry, a serious incident can thrust your business into the spotlight within minutes.
A cyberattack, a workplace accident, a customer complaint that goes viral – suddenly journalists are calling, social media is exploding, and everyone else is telling your story.
How to be crisis ready
The businesses that survive these moments aren’t necessarily the ones that avoid crises – they are the ones that are prepared to communicate when they happen.
“After decades as a television journalist covering major disasters, the Afghanistan war, scandals, and now advising organisations through crises, I’ve seen the best and the worst of crisis communication,” Adoni Media, Managing Director, Leisa Goddard, said.
“Most reputational damage is not caused by the crisis itself. It is caused by how organisations respond and whether they are crisis ready or not.”
Why “No Comment” is the worst thing you can say
One of the biggest misconceptions about dealing with the media is believing that saying “no comment” will make a story disappear.
It won’t.
In fact, “no comment” is a comment.
When organisations refuse to engage, they are missing an opportunity to be involved in the narrative. Journalists still have deadlines and they will use information from police, emergency services, witnesses, customers, activists, or social media. The only voice missing is yours. Silence creates a vacuum which someone will always fill.
Why we make poor decisions during a crisis
When something serious happens, most people have one of three instinctive reactions:
- Fight
- Flight
- Freeze
Some become defensive, some panic, while others say nothing at all because they are worried about saying the wrong thing. None of these responses serve your business.
These responses are completely understandable, but they also demonstrate why preparation matters.
The organisations that communicate best during a crisis aren’t necessarily filled with naturally confident communicators. They are the ones who have planned well before the pressure arrives on their doorstep.
The eight Crisis Communication mistakes businesses must avoid
1. Hoping the story goes away
Denial is incredibly tempting. Many organisations convince themselves that if they ignore the issues, the media will lose interest.
The opposite often happens.
Journalists have deadlines and a 24-hour news cycle to feed. If they can’t reach you, they will keep looking until they find someone they can reach. That can mean television news cameras outside your office, depot, or even your home.
Crises escalate in a vacuum.
2. Ignoring media calls
Many businesses simply do not answer media calls. From their perspective, by doing so they avoid any risks. From a journalist’s perspective, it simply means adding one line to the story:
“The company was contacted for comment but did not respond.” And the story still runs. The opportunity to provide your side of events is lost.
“I once worked on a national story where staff ignored more than 200 media calls in a single day because there was no communications plan in place,” Ms Goddard said.
“Ignoring the media did not stop the coverage, it simply meant your voice was removed.”
3. Saying “No Comment”
There are few phrases that damage credibility faster than saying “No comment”.
Journalists often interpret “No comment” as meaning you have something to hide, that you don’t have empathy for what has occurred, and that you may be guilty. Even if legal proceedings limit what you can say, there is almost always something you can say.
For example:
· We are aware of what has happened
· Our priority is the safety of those involved
· We are cooperating fully with authorities
· We will provide further updates when we have them
These types of statements show leadership without compromising investigations.
4. Trying to handle everything alone
Media is a specialised environment.
“Just as you wouldn’t expect a journalist to safely operate a B-double through peak-hour traffic, businesses shouldn’t expect to navigate a major media event without expert guidance,” Ms Goddard said.
Experienced communications advisers understand how stories evolve and they know what questions are coming next. They can help prepare statements, protect your reputation, and identify practical steps many organisations overlook – from securing social media accounts to managing access to your premises.
Good advice early often prevents major damage later.
5. Waiting too long to respond
Crises move fast and social media moves even faster.
If your organisation spends hours deciding whether to say anything, others will shape public perception long before you do. Every organisation should have a holding statement prepared before a crisis occurs.
It doesn’t need every answer. It simply needs to acknowledge the situation, demonstrate empathy, and confirm action is underway. Preparation saves valuable time when every minute counts.
6. Putting the wrong person in front of the media
One of the most common mistakes is allowing untrained staff to speak publicly. People unfamiliar with media interviews often:
- ramble
- speculate
- use confusing jargon
- reveal information they shouldn’t
- or become defensive
Every organisation should identify who will speak to the media before a crisis occurs – and invest in media training before the cameras arrive.
7. Forgetting empathy
Facts matter, but people will always remember how you made them feel. Some organisations become so focused on legal advice they forget the human impact.
Empathy isn’t admitting liability. It is recognising that people may be frightened, or inconvenienced. Empathy shows you care, allows you to explain what you are doing, and helps to keep people informed.
8. Ignoring your stakeholders
The media is not your only audience. Your employees, customers, supplies, government agencies, and community members all need timely communication in a crisis.
Long after media attention fades, stakeholders will remember whether you kept them informed or not. A crisis is also an opportunity to demonstrate leadership and reinforce trust.
Stop thinking of the media as an enemy
One of the biggest changes organisations can make is recognising that media engagement is a business transaction.
Journalists need a credible voice, a strong story, and information their audience cares about. Businesses need trust, visibility, influence, and their reputation.
When handled professionally, both sides achieve their objectives.
Don’t wait for a crisis to tell your story
Too many organisations only speak publicly when they are forced to defend themselves.
That is a missed opportunity. The media can help businesses build trust, attract staff, influence government policy, improve safety outcomes, and strengthen community relationships.
During fuel price spikes, transport operators who shared real stories about rising costs helped Australians understand the pressures facing the industry. When businesses explain the realities of driver shortages, road safety, regional infrastructure, cyber security or freight challenges, they help shape public understanding and influence decision-makers.
“People connect with real stories far more than statistics. Your business already has stories worth telling, don’t wait until something goes wrong before people hear them,” Mrs Goddard said.
How to become crisis ready
Every organisation should be asking itself a few simple questions.
If a journalist called tomorrow, are we ready?
If a major incident happened tonight, who would speak?
Do we know our key messages?
Have we prepared staff who answer the phones?
Do we have a crisis communication plan?
Is there a media call log?
Do we have approved holding statements ready?
What do we want our organisation to be known for?
These aren’t difficult questions – but answering them before a crisis can make all the difference.
Your reputation is built before the crisis
Operational preparedness is essential, but communication preparedness is equally important.
You may not be able to prevent every crisis, but you can control how your organisation responds when you are facing one.
The businesses that earn trust during difficult moments aren’t always the ones with perfect operations. They are the ones that communicate clearly, act quickly, show empathy, and tell their own story. Because if you don’t tell your story, someone else will.
Frequently asked questions about Crisis Communication
What is crisis communication?
Crisis Communication is the process of managing information and messaging before, during, and after a major incident that could damage an organisation’s reputation. It involves communicating clearly and consistently with employees, customers, stakeholders, regulators, and the media while demonstrating leadership, empathy, and accountability.
Why is a crisis communication plan important?
A crisis communication plan ensures your organisation can respond quickly and confidently when something goes wrong. Without a plan, valuable time is lost deciding who should speak, what should be said, and how to communicate with stakeholders. Delays can allow misinformation to spread and damage trust.
Should you ever say “no comment” to the media?
In most cases, no.
While there may be legal reasons you can’t discuss specific details, there is almost always something you can say. Acknowledging the incident, expressing concern for those affected, confirming you are cooperating with authorities and committing to provide updates demonstrates transparency without compromising legal obligations.
Who should be the spokesperson during a crisis?
Every organisation should identify one or two authorised spokespersons before a crisis occurs. Ideally, they should receive media training so they understand how interviews work, can communicate clearly under pressure, and deliver consistent key messages.
What should be included in a crisis communication plan?
A strong crisis communication plan should include:
- clear roles and responsibilities
- approved spokespersons
- internal notification procedures
- media response processes
- holding statement templates
- key stakeholder contact lists
- social media protocols
- a media enquiry log
- approval processes for public statements
Regularly reviewing and practising the plan helps ensure it works when it is needed most.
How often should a crisis communication plan be reviewed?
At a minimum, review your plan annually or whenever there are significant organisational changes, new leadership, changes to contact details or emerging risks such as cyber threats. It is also good practice to test the plan through scenario exercises to ensure everyone understands their role.
Adoni Media is an experience-led Public Relations, Crisis Management, and Media Training firm supporting clients in building their brand, protecting their reputation, and achieving their communication goals. Adoni Media has Australia’s most experienced Media Training team and is the retained, on-call crisis response agency for national brands and organisations. To meet increased demand for crisis and business continuity planning, Adoni Media partners with former Defence and risk management experts to deliver specialised crisis simulation exercises and risk management planning.
