Crisis Communication
Crisis communication is an important part of responsive leadership. When a crisis happens, we’re responsible for helping manage the situation, but also for making sure the people we lead understand what’s happening and have the information they need to act appropriately.
In serious or urgent situations, people often have questions and concerns about what comes next. Even when we don’t have every answer, part of building trust as a leader is keeping people informed about what we do know. Timely, clear communication can reduce fear and confusion and help people understand what is happening, what is expected of them, and what they need to do next. How we communicate in these moments can have an impact long after the immediate situation has passed.
Self-Assessment:
Crisis Communication
Please take a few moments to reflect on the following questions. Where can you identify opportunities for growth in your leadership?
Do we have a clear process for communicating during an urgent or unexpected situation?
Do I understand the major risks we face and the situations that could require crisis communication?
Do I know who should be involved before important crisis information is shared?
Have we discussed or practiced how communication would work during a crisis?
Do we have reliable ways to reach the people who may need information quickly?
Can I remain calm and communicate clearly while a situation is still developing?
Am I comfortable being clear about what is known and what still needs to be confirmed?
Do I consider how different groups may be affected and what each one needs to know?
This self-assessment is a starting point for understanding Crisis Communication as a leader. Reflect on your responses, identify areas for growth, and use feedback from others and your ECFL Leadership Coach to guide your development.
We may not know exactly when a crisis will happen or what it will look like, but that doesn't mean we have to wait until one happens to prepare. We can build the skills and processes we'll need before we're under pressure to use them. A plan gives us a starting point and helps everyone understand their role.
Uncertainty accompanies every crisis. People want to know what's happening, how they may be affected, and, perhaps most importantly, what they need to do. When information is missing or delayed, people may start filling in the gaps themselves, which can lead to speculation and confusion.
This is where responsiveness becomes especially important. We need to communicate soon enough to be helpful without rushing to share information that hasn't been confirmed. We may not have every answer right away, but we can be clear about: what we know; what still needs to be confirmed; and when people can expect another update.
Different groups often need different information. Employees may require immediate direction about their next steps, whereas customers or stakeholders may need to be informed about how the situation will affect them. The facts and overall message should remain consistent, but not every group needs the same level of detail, especially during an already hectic situation. We’ll explore this more in the next lesson.
A simple script can help:
"This is what happened.
This is what we know.
This is what we don't know yet.
This is what I need from you.
What questions do you have?"
Remember that leaders aren't the only ones who feel pressure during a crisis. Our teams are dealing with uncertainty and stress as well. Put yourself in their shoes to consider what they're experiencing and how we can best support them. Don't forget that a crisis is never solved by just one person, so taking time out to listen to your team's ideas may uncover solutions you wouldn't have found on your own.
“The reputation you build through years of hard work can be destroyed in a matter of minutes during a crisis if you’re not prepared.”
A crisis can quickly leave leaders managing several priorities at once. There may not be enough time to weigh every priority in the moment, but preparation makes these kinds of decisions easier.
The exact details will depend on the situation, but the safety and well-being of the people affected should come first. For leaders, this means making sure employees have the information and support they need while also considering the effects on customers and the organization.
Before a Crisis
Have a Plan: Think through the types of situations your organization may face and how you would respond.
Know Who Is Responsible: Decide who needs to be involved and who will communicate important information. Make sure everyone understands their role.
Know How You’ll Reach People: Make sure you have reliable ways to contact employees and others who may be affected.
Practice and Review: Walk through the plan before you need it so gaps or questions can be addressed in advance.
During a Crisis
Put People First: Make safety and well-being the first consideration. Pay attention to what the people affected need from you as the situation develops.
Communicate What You Know: Share accurate information as soon as you reasonably can. Be clear about what has not yet been confirmed and when people can expect another update.
Listen and Adapt: Pay attention to new information and feedback. Be willing to change the original plan when the situation calls for it.
Give Clear Direction: Make sure people understand what they need to do next, rather than leaving them with information but no clear direction.
After a Crisis
Keep Communicating: A crisis may be over before all of its effects are resolved. Continue sharing information people need as the organization moves forward.
Check on the People Affected: Make sure employees and others impacted by the crisis know what support or resources are available.
Review Your Response: Talk with the people involved about what worked and what could have gone better.
Update the Plan: Use what you learned to strengthen the plan and prepare for future situations.
No plan will cover every possibility, which is why these practices work together. Preparation gives us the foundation, while good judgment and responsiveness help us adapt as the situation unfolds.
One of the best-known examples of crisis communication happened in 1982, when seven people in the Chicago area died after taking Extra-Strength Tylenol capsules that had been laced with cyanide. Investigators later determined that the capsules had been tampered with after they left the manufacturer, but Johnson & Johnson didn’t know that when the crisis began.
Johnson & Johnson suddenly had to respond to a serious crisis without knowing how the contamination happened or how widespread it was. CEO James Burke quickly formed a small team to lead the response, with public safety as the first priority. The company warned consumers not to use Tylenol, stopped production and advertising, and began removing capsules from stores in the Chicago area. When more contaminated bottles were discovered, the company expanded its response and recalled Tylenol capsules nationwide. About 31 million bottles were ultimately removed from the market.
Communication was a major part of the response. Johnson & Johnson established phone lines for consumers and the media, provided regular updates, and worked with news organizations to get safety information to the public. The company didn’t wait until every question had been answered before communicating. Instead, leaders shared what they knew and adjusted the response as new information became available.
“When written in Chinese, the word ‘crisis’ is composed of two characters. One represents danger and the other represents opportunity.”
The response wasn’t perfect. Before the crisis, Johnson & Johnson had not built strong relationships with the media, which left the company without established communication channels when the crisis began. In fact, the company first learned about the deaths when a reporter called asking for a response. Some of its early advertising was also criticized for sounding more like marketing than crisis communication. As the response continued, communication from Burke became more direct and personal.
Johnson & Johnson also continued responding after the immediate danger had passed. When Tylenol returned to stores, the company introduced new triple-sealed packaging designed to make tampering easier to detect. The crisis also contributed to broader changes in how over-the-counter medications were packaged and protected.
There are several lessons we can take from the response:
Put People First: Johnson & Johnson made public safety the priority, even though recalling millions of bottles came at a significant cost.
Communicate What You Know: Leaders didn’t have every answer when the crisis began, but they still gave people the information they needed and continued updating them as more became known.
Be Willing to Adapt: The response changed as the situation changed. What began as a more limited action eventually became a nationwide recall.
Learn From the Crisis: Johnson & Johnson used what happened to make changes that could help prevent or identify similar problems in the future.
The Tylenol case remains a useful example because it shows how preparation, judgment, communication, and adaptability work together during a crisis.
▶ Where do you see responsiveness in Johnson & Johnson’s decisions during the crisis?
▶ What could have made the company better prepared when the crisis first began?
How we communicate during a crisis can influence the immediate response and the trust people place in us. It can also affect employee confidence and the organization’s reputation long after the crisis has passed. Some situations may involve legal or regulatory communication requirements, so leaders also need to know when to involve the appropriate experts.
The following Best Practices can help us communicate responsibly and respond effectively during a crisis:
Build the Plan Before a Crisis: Identify the types of crises your organization may face and decide how communication will work before one happens. Know who needs to be involved, who will communicate, and how you’ll reach the people who need information. Review and practice the plan so you aren’t starting from scratch when time is limited.
Prioritize People and Safety: Consider the safety and well-being of the people affected first. Pay attention to what employees need in the moment while also considering customers and others affected by the situation.
Communicate Quickly and Carefully: Share information soon enough that people aren’t left guessing, but don’t rush to share information that hasn’t been confirmed. Be clear about what you know, what is still being determined, and when people can expect another update.
Give Clear, Calm Direction: Focus on the facts and make it easy for people to understand what they need to do next. Keep your communication direct and avoid adding unnecessary confusion or anxiety.
Coordinate the Message: Make sure the leaders involved understand what is being communicated and who is responsible for communicating it. Consider what different audiences need to know and use the communication methods that will reach them most effectively.
Debrief Afterward: Once the immediate crisis has passed, look at what worked, where there were gaps, and what should change. Use those lessons to strengthen your approach for future situations.
We may not be able to predict every crisis, but we can prepare to respond with good judgment when one happens. This week, find out whether your organization has a crisis or emergency communication plan and take time to review it. Talk with the other leaders involved about what you would do if something happened tomorrow, who would communicate, and where your current plan may have gaps. Being responsive during a crisis starts with being proactive before one happens.
Elevate your understanding of Crisis Communication by taking flight with the following resources. Use this opportunity to navigate, uncover, and expand the horizons of your leadership influence.
Cracking the C-Suite Code: Building Executive Enthusiasm for Your Crisis Planning
10 Timeless Principles of Leadership Communication During a Crisis
