Crisis Management Mode: Communicating Under Pressure

Your crisis communications plan just got real — now what?

When a potential crisis hits, the shift from planning to execution can feel overwhelming. How do you move from strategy to action in the moment? The following crisis management “rules of thumb” build on the communications plan template we shared previously and will help you put your plan into motion with clarity and confidence.

Assume the word will get out

In any emerging situation, assume the news will spread quickly — if it hasn’t already — especially among your internal audiences. While the instinct may be to pause and prepare under a veil of confidentiality, speed is critical. This is when your well-prepared crisis communications plan proves invaluable, as you will be equipped to respond swiftly, clearly, and confidently.

Lead with authority

In times of crisis, hesitation can lead to confusion and can exacerbate the situation. Act quickly and with authority. Follow the process flow outlined in your crisis communications plan without delay. Immediately activate your situation assessment team to verify facts and identify any unknowns. The crisis management team leader should formally declare activation, reinforce established command channels, and ensure every member of the crisis communications team is reachable via the central contact list.

Don’t reinvent the wheel

If others begin to panic, bring the crisis team members back to the plan and pre-approved tools. Avoid the urge to start from scratch under pressure. Deploy pre-drafted holding statements immediately, then tailor them to fit the developing specifics of the situation. Scenario-specific templates save valuable time — but they must constantly be updated to reflect real-world details as they emerge.

“React, but don’t overreact. You are not starting at square one,” says Mike Masseur, RDW’s Director of Public Relations. “Be prepared, not panicked. Use your approved playbook and draw on the experience you’ve gained from simulations and practice exercises.” 

Prioritize key stakeholders by impact

Not all stakeholders are affected equally. Assess how the situation impacts your operations, then use the stakeholder list in your crisis plan to guide communication efforts. Sequence outreach based on who is most directly affected — and don’t wait for them to ask. Anticipate their need for timely, accurate updates. Your typical priority order should be

• internal first — employees and volunteers (briefings, FAQs, talking points)
• regulators and government agencies
• customers, clients, beneficiaries, funders, and donors (as applicable)
• community partners
• media and the public

Centralize all communications

To maintain clarity and consistency, all updates — both internal and external — must be submitted through the communications lead and approved via the channels outlined in your crisis response plan. This prevents conflicting messages, reduces confusion, and protects the integrity of your information stream. Similarly, only the designated spokesperson should speak to the media. Meanwhile, the team should actively listen to employees, regulators, donors, and community partners, capturing concerns that may shape your evolving response. 

Convey transparency and sincerity

As practiced during media training, rely on your approved messaging to shape holding statements and updates. Acknowledge any real or potential impact on people first, then share what is known, what is unknown, and what is being done to address it. Use pre-approved holding statements where possible. Deploy statements simultaneously across channels: media, website, social, intranet, staff email.

“While transparency is essential, you must be strategic about what you share and with whom,” counsels Mike. “Provide the appropriate level of information to each audience. Don’t overcommunicate. And assume that whatever you share internally and in writing will be shared with a broader public audience than you intended.” 

Don’t prolong the story’s life

Don’t inadvertently fuel or extend the life of the story. By responding quickly, factually, and transparently, you can address questions and move toward a swift resolution. Assign your team to track coverage, social media chatter, and stakeholder feedback. If misinformation or rumors spread, intervene quickly with clarifications across the same channels. Today, the lifecycle of a typical news story is significantly shorter than in the past, mainly due to the media’s staff shortages.

Keep employees in the know

Employees should never learn about a crisis from the media. Use internal email, intranet, text alerts, and even in-person meetings if the situation warrants, to update them early and often. Provide talking points to reduce speculation and leaks.

Learn from the experience

Closure is as essential as the initial response. As soon as it’s appropriate, communicate clearly that the immediate threat has passed or stabilized. Share what actions were taken, what corrective steps are planned to prevent recurrence, and express appreciation for stakeholder patience and support. As the crisis subsides, schedule a formal debrief, update your crisis management plan, and use the experience to assess what went right, what went wrong, and where improvements in your approach are needed. 

Good planning leads to good execution

Whether a situation becomes a full-blown crisis often depends on how it’s managed. Lean on your planning and preparation, and you will be positioned to keep crises to a minimum. Call us to discuss how we can customize a planning process for your organization or help you respond to an emerging issue.