Anyone working in PR would have heard the old adage, often uttered in times of stress by a smug veteran, 'it's PR, not ER.'
It may be true that no one is likely to die on the operating table of a communications issue, but to underestimate the impact of a reputational crisis is to misjudge an existential threat to any business of any size in any sector.
But, it’s not all bad news, because a) preparation is 80% of the solution and b) there are central principles and actions to follow that should help public relations practitioners and/or businesses themselves out of even the tightest of spots.
What constitutes a crisis?
It is first worth considering what is an issue/crisis.
A crisis is any event that threatens an organization’s reputation, operations or trust with stakeholders. It can be sudden, public and fast-moving, and it can overwhelm communications teams before spreading to other parts of an organization.
For the sake of argument, I see an issue as something dormant, longer-term or more subtle. A crisis in waiting.
Some crises start internally. For example, an employee might post controversial comments on social media, a senior executive might face misconduct allegations, or confidential information could leak.
Internal crises, should they pass the threshold of anyone on the outside caring, often carry the greatest risk and can raise questions about company culture, competence or leadership.
Others come from external events: cyber-attacks, geopolitics or conflict, or regulatory investigations.
External crises of a company’s own making can include backlashes (looking at you, Uber) – or long-held secrets coming to light (hello, Theranos).
In all crises, public relations practitioners must manage not just media coverage but also employee communication, stakeholder confidence and public perception, across increasingly innumerable channels.
1. Give yourself a headstart
The biggest mistake you can make is assuming that the best approach is to cross a bridge when you come to it.
A rigorous and effective crisis management plan – covering communications specifically, in addition to any operational elements – must be in place, and regularly tested and updated.
That means clear roles for who drafts statements, who approves them, who handles media inquiries and who communicates with staff. Pre-prepared holding statements save valuable time while the facts are being confirmed.
When everyone knows their role, the first few hours become far more manageable.
2. Verify before responding
The pressure to respond quickly is intense. Reporters ask for comment, social media fills with speculation and stakeholders want answers.
Responding quickly is important, but accuracy must always come first. Releasing incorrect information can make the situation far worse.
Acknowledge issues early to begin open and transparent communications but do not commit to something that is as good as a guess.
3. Control the story with consistent communication
If you don’t tell your story, someone else will.
Media and online audiences often move quickly to fill gaps in information. If an organization stays silent, speculation can become the dominant narrative, and it may soon become impossible to wrestle that back.
PR teams should aim to communicate early and consistently, even if only in small updates. This shows you are actively dealing with the situation.
This doesn’t mean over-sharing or over-stating a case. It means ensuring that reliable information that helps explain or demystify is available before rumors take hold.
4. Clarify your internal messaging, too
It is easy to focus on the media noise but remember that your employees are one of the most important audiences.
If staff learn about a crisis through headlines rather than internal updates, it can create confusion and frustration, extending its shelf life. Employees could also be asked questions directly by clients.
Good crisis management includes clear internal communication. Staff should know what has happened, what the company is doing about it and how they should respond to inquiries.
Transparency internally builds trust and ensures everyone is aligned.
5. Keep your head up
Not just morale (though also that), but in monitoring, both internally and externally, across all channels.
Monitoring tools are essential for tracking how a story develops across news outlets, online platforms and public commentary. This helps communications teams spot misinformation early and understand how public sentiment is shifting.
It also allows PR teams to identify which messages are resonating and which concerns need addressing.
As above, keep an ear out for internal chatter; this is not only crucial for keeping a crisis down but will help give an understanding as to how an issue might unfold.
6. Don't let a crisis go to waste
A good crisis management strategy includes reviewing what happened and what could be improved. What worked well? Where did communication trip up? Were audiences kept informed as needed?
Cliché, yes, but every crisis is also an opportunity to strengthen. Take the opportunity to update protocols, training and frameworks after an incident.
Final thoughts
In the midst of a crisis, the situation can feel helpless. But with preparation, clarity in planning and a calm, considered approach, most can be managed effectively.
For PR professionals, strong crisis management isn’t just about reacting when things go wrong, it’s about looking ahead, knowing your narrative and maintaining trust with audiences.
You can bet ER have a plan, so should we.
MEDIA INTELLIGENCE YOU CAN TRUST
We’re with you, every step of the way
One login. Multiple solutions.
Roxhill’s all-in-one media intelligence platform will save you time, highlight your impact, and drive your business forward.
MEDIA INTELLIGENCE YOU CAN TRUST
We’re with you, every step of the way
One login. Multiple solutions.
Roxhill’s all-in-one media intelligence platform will save you time, highlight your impact, and drive your business forward.
Click a product to explore its features.