A Public Relations Guide to Staying Ahead of the Crisis: Crisis Management 

A company is always convinced they can handle a crisis – until they are in those initial 48 hours of panic, in which time the perception of the crisis can already be slipping out of their control. 

The purpose of crisis management in public relations is to protect an organization’s reputation, as well as limiting damage, and rebuilding stakeholder trust, in the moments which are most critical. However, crisis management isn’t just about what is happening in the moment, it is also about the planning and procedures set before anything has even gone wrong, and the analysis that happens after to prepare you for the next one. 

What does crisis management preparation look like? 

Preparation means having a Crisis Plan and Taskforce in place. Everyone’s roles are set, ready to be actioned upon when a crisis occurs. You should have someone in charge of internal communications, reactive operations, as well as an allocated spokesperson to be the voice of the crisis, as well as backups just in case. Having a singular internal channel available in the case of a crisis where everyone will be able to refer to information and processes is integral. Efficient communication procedures need to be in place to ensure everyone is across what the key messaging is and the implemented strategy. 

Ahead of time, public relations practitioners will map a company’s stakeholders and the impact on each, ensuring that the correct messaging and visible action is being facilitated. Consumers and internal employees, shareholders and board members, or regulatory authorities are all stakeholders which would require separate action. If you are aware of what needs to be done, and who needs to be communicated with, this can happen efficiently and effectively, boosting the success of your crisis communications. This will also allow you to address what channels will work best; eg. a press release, a social media statement, a TV interview, or email-send out. 

The first twenty four hours after a crisis 

This is where having a crisis plan is paramount. Brands that respond swiftly to a crisis are seen to experience significantly less negative sentiment. Silence allows for other people’s opinions and misinformation to fill the gaps where your voice should be. Even if the first step is simply to let stakeholders know that the situation is being addressed, display empathy and prove that the brand is aware of the impact on consumers, and communicate that updates will be provided. Make it clear that the company is working to fix the problem. 

What qualities are most important during a crisis? 

• Speed – Act quickly to set the agenda before anyone else can. 
• Accuracy – Address the root of the issue and ensure the correct information is being communicated.
• Consistency – Make sure information is easily accessible, consistent and uses plain and uses plain language across all channels. Conflicting or confusing information can damage your case further.
• Empathy – Your audience needs to feel that the organisation has understood the impact of the crisis on their audience.
• Transparency – Stakeholders are more likely to trust a business that acts in their best interest, and makes sure that the process is accessible. 

Post crisis evaluation 

A post crisis evaluation is integral to prepare for the future, by assessing how well your organisation managed public perceptions and supported stakeholders. This will also allow you to review how each communication channel utilised was the fastest and most effective. You can assess if the crisis plan in place allowed your team to be able to respond quick enough to take control of the situation.

How can Crisis Management benefit your organisation? 

The difference in how you handle a crisis is made long before anything goes wrong. A proactive approach is integral, ensuring that the roles are assigned, the stakeholders that are mapped, and the channels are ready to go. When those foundations are in place, those critical first 24 hours become an opportunity to take control of the narrative rather than a scramble to catch up with it.

Once the crisis is underway, speed, accuracy, consistency, empathy and transparency are what protect stakeholder trust. Silence is never neutral, because someone else will always fill it. Make sure there is a human response that acknowledges the impact, and confirms action is being taken. Promising further updates will do more to preserve credibility than a perfect statement delivered 48 hours too late.

A thorough post-crisis evaluation turns each incident into a stronger plan for the next, showing what worked, what was too slow and where the gaps are. Crisis management isn’t a one-off reaction. It is a cycle of preparation, response and review, and the organizations that commit to it are the ones that stay ahead of the crisis rather than behind it.

By Ruby Harris | PR Coordinator @ InsideOut PR