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Whether it’s ever-changing and even conflicting information about Covid-19 from the White House and health authorities, or corporate crisis communications including product recalls, activist investor attacks and social media hits, communicators and leaders have to constantly monitor and quickly respond to reputational threats.

Crisis Management

It’s virtually impossible to have 100% complete information on every single fact in today’s crisis communications environment. Yet when preparing for a crisis or if you are suddenly thrust into the war room with your corporate communications team, here are several items to consider:

• Communicate often. When in a crisis situation, inquiring minds want to know – employees, shareholders, media, stakeholders. Plan to communicate often and provide the facts, as you have them. The more you communicate, the less chance of alternative or false narratives gaining traction. CAVEAT: Know when it’s best to monitor and not respond.
• Sing from the same hymn book. When leaders communicate – both internally and externally – they should be on the same page. Throughout the pandemic, there have been several examples of lack of coordination between the White House and the CDC. The result: continual and conflicting messages have confused and frustrated the American population, despite best efforts as messaging changes almost daily.
• Tell what you do know and don’t speculate. Leaders will be asked “what if” and “what’s next” questions. This is not the time to speculate. State what you know or can confirm. When asked to speculate about a crisis: don’t.
• Acknowledge that information will change as the situation changes. During a crisis, new details always emerge. From the start, tell stakeholders that the information you have is the most up-to-date at that moment. In a fluid situation, as new information emerges, it may change the message.
• Avoid jargon. When communicating complicated issues in a PR crisis, refrain from using jargon. Simple, concise verbiage is key to your audience’s understanding.
• Provide a plan forward. When leaders communicate, your audience will look for a going-forward plan. When you can, provide facts and ideas that provide hope and how the post-crisis situation will be better.

Crisis Communications Planning