When a corporate crisis strikes, executives need a strategy for discussing the matter with employees, customers, and the public.
But unless information about a crisis is shared in a careful, planned, and thoughtful way, company officials can create a public relations crisis for their organizations.
There are several best-practices for talking about a crisis. I share them here, in the 10Cs of crisis communication. This advice is based on my decades of experience as a CEO, corporate spokesperson, crisis communication consultant, and media trainer.
1. Control
Control the framing and narrative about the crisis.
That means not waiting to tell your side of the story or allowing others to tell it for you. Every minute that an organization is silent about a crisis can make it appear that it is trying to cover it up, ignore it, or deny responsibility—any one of which can compound or extend the crisis.
There are several examples in the crisis communication hall of fame of high-profile companies that stayed quiet about their crisis.
- In 2017, Equifax waited six weeks before admitting it was the victim of a cyberattack that exposed the confidential information of more than 140 million customers.
- In 2021, the news about a cyberattack on T-Mobile was first reported by Vice, not T-Mobile. The attack was confirmed a day later by the telecommunication company, which did not provide more details about the incident at the time.
2. Consult
Before communicating about a crisis, check with relevant departments,
Depending on the issue, you might reach out to HR, Legal, and Marketing about what they think should be said about the situation. And be aware of a potential risk or liability that might be created because of what you say. That includes apologizing for your role in creating the crisis.
Do not wing it.
Again, depending on the nature of a situation, you may need to go outside your organization for the help or advice you need.
3. Concern
Express concern and empathy for those who are affected by the crisis.
Avoid using trite phrases such as "our thoughts and prayers are with the victims." Give careful consideration for the right words for the situation. In times of crisis, people want to know that someone is listening and caring about what happened to them.
A classic example of what not to say comes from Tony Hayward, CEO of BP, who, in the midst of the headline-making oil spill from one of the company's rigs in the Gulf of Mexico, told reporters, "I want my life back."
Communications about a crisis should focus on what it means for others, not yourself.
4. Clear
Be clear in what you say about a crisis—and how you say it.
Make it as easy as possible for everyone to understand what you are saying and avoid using jargon and buzzwords. People should not have to consult a dictionary or ask Google or AI what you mean or what you are talking about. A good guideline is to write and talk as if you are talking to a fifth grader.
Don't rely on AI to prepare a statement about a crisis. It is always a good idea to come across as a real, caring person who has feelings and shares the concerns of people who are affected by a crisis.
5. Concise
Keep communications short and to the point.
The more you say and the longer it takes to say it, the more likely it is that your key messages will be forgotten, lost, or misunderstood. A best-practice is to limit what is said about a crisis to three or four major points, or no more than a total of 30-40 seconds.
Making fewer points and shorter statements helps ensure that your comments will not be edited or discarded and that people are more likely to remember what you said or wrote.
6. Current
Ensure that all information that you share about a crisis is as current as possible.
Tell people how recent the information is and where it comes from. Update all data and details as needed. Before talking with reporters or issuing a statement to the public, make a final check with news outlets and other sources of information that you can trust.
Depending on questionable sources or unreliable information can backfire and create another crisis that will have to be managed.
Share the latest information about the crisis, along with your side of the story about it, via all communication channels, including those that you know are followed by customers, clients, vendors, and the public— social media, websites, direct messages, emails, and news organizations.
7. Correct
Check and double-check all information about a crisis before relying on it or distributing it.
When errors or mistakes are discovered or made, immediately issue corrections and explain how or why the mistakes were made.
Depending on the nature of the crisis, ask relevant authorities and experts to corroborate and confirm information about the situation. Having others vouch for the accuracy of details about the crisis can help bolster an organization's credibility when a crisis strikes.
Do what you can, as soon as you can, to make sure that everyone who was sent the inaccurate information has received the corrected version.
8. Conditions
If there are any conditions associated with the information you're transmitting, frame the information accordingly, as needed.
For example, when discussing an unfolding crisis, consider saying, "Because we are just now learning about the situation, it is too early to know how it will impact our organization."
Make it clear in subsequent communications if, when, and why those conditions have changed or no longer exist.
9. Consistency
Include the same information about the crisis in all your communications to all audiences and stakeholders.
Saying different things to different audiences can raise questions about your motives and the accuracy of what you are saying. Consistent messages will help ensure that your messages are reinforced and make it more likely that people will remember what you said.
10. Confidence
Speak and write with confidence, and explain why you or your company are talking about the crisis.
When a crisis strikes, people seek explanations, guidance, and information. Your communications should provide that in an authoritative manner.
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Before a crisis strikes your business, take the time now to decide who will serve as the company's spokesperson, and make sure that person has received media training and recent refresher courses.
Training will help ensure spokespersons have the skills and ability that are necessary to answer questions about and tell your organization's side about the crisis.
The worst time to learn how to communicate about a crisis is when you or your company are in the public spotlight because of a disaster, scandal, or other corporate emergency.
