Journalist insight: 5 tips for CEOs to nail communication in a crisis

In short:

• Authenticity & humanity matter: CEOs and senior leaders must communicate openly and empathetically, admitting mistakes and showing genuine concern, rather than hiding behind legalese or corporate defences.
  
• Stay calm, be proactive, and lead from the front: Don’t panic. Use a pre-defined crisis plan to maintain composure. Quickly take control of the narrative by communicating assertively through trained spokespersons.
  
• Be transparent and don’t conceal details: Journalists will uncover withheld information eventually. Full openness, even about difficult truths or skeletons in the closet, helps maintain credibility and minimise further reputational damage.

Andrew Lynch gave us the inside scoop on the worst crisis communication management he’s seen from brands and PRs alike during his 40 years working at national and international news desks. He shared expert insights on what brands, their CEOs, and senior teams can do to better manage communication in a crisis.

Seasoned journalist Andrew Lynch has seen it all when it comes to how brands and their leaders respond to a crisis. From his early days at the Bristol Post to working with the FT, The Guardian, and The Sunday Times, David has witnessed the good, the bad, and the downright ugly of crisis communication management.

His biggest learning from interactions with high-profile business leaders? They don’t always listen. This very fact makes robust crisis communication management an absolute necessity when things go awry.

Looking for guidance on what you should consider when guiding your company’s communication in a crisis? Here’s a deeper dive into the five key responses journalists like Andrew seek when a brand is in the eye of the storm:

Five tips to nail communication in a crisis

1. Authenticity: be honest, be human

In a world craving transparency, the faces of your brand – particularly the CEO and senior leadership team – become paramount across media and social channels. Journalists and customers alike are looking for individuals who can communicate easily, honestly, and authentically, where genuine admission can vastly improve public perception.

Andrew recalled the damaging impact of Thomas Cook’s response to two tragic villa deaths, where legal advice trumped customer empathy, ultimately ruining their reputation through a lack of genuine human connection from the brand’s representatives.

A well-developed personal brand for a CEO or senior leader can make all the difference. When these individuals have consistently built a reputation for integrity, transparency, and a human touch before a crisis hits, they are far better positioned to communicate effectively and authentically during challenging times.

2. Don’t panic: take measured steps

When a crisis hits, the instinct to panic can be overwhelming. However, a calm, measured approach is vital. Andrew gave us the infamous example of BP CEO Tony Hayward, who, amidst a devastating oil spill, was caught on camera saying, “I want my life back.” Despite the gravity of the situation, a lack of empathy and an out-of-touch attitude only fueled public outrage and media scrutiny.

Journalists are always observing how brands and their leaders maintain composure under pressure. Having a pre-defined crisis communications plan can help you stick to a well-thought-out strategy and avoid impulsive reactions and costly errors.

3. Take charge: get your message out swiftly

In a crisis, the media can quickly shape the narrative if you don’t take control. Journalists are often actively sniffing out crises; if you’re not proactive, they will find their own angles.

Andrew emphasised the importance of getting your story out directly. While you shouldn’t put journalists ahead of your audience, maintaining good relationships with them ensures you have a direct line when a crisis unfolds.

This means having your contact information readily available and being prepared to communicate your message clearly and concisely. Don’t try to “punt a story without figuring out what the consequences might be first.”

4. Prepare your senior team: they are the face of the company

Your senior leadership team isn’t just responsible for day-to-day operations; they are the public face of your company, especially during a crisis. Andrew suggested that 25-30% of a CEO’s skills should be geared towards PR. This means that media training should be a key component of your crisis communications plan to ensure that your senior team can speak to specific issues with authority and empathy.

Having multiple media-trained spokespeople who can address different aspects of a crisis ensures a consistent and credible message and helps manage the intense media spotlight. Preparation is vital – a learning we can take from the crisis communication management of recent retail cyber attacks, including M&S, where swift and coordinated responses with a human touch have helped to maintain customer loyalty.

5. Don’t withhold information: your skeletons will come out

This point ties back to authenticity but deserves emphasising. Attempting to hide information, however uncomfortable, will inevitably lead to greater problems. Journalists are adept at uncovering details, and what you try to conceal will only be magnified when it comes to light. As Andrew put it, “your skeletons will come out and cause you bigger problems when they do.”

Is your CEO ready for a crisis?

Our final bonus tip is to avoid making “stupid, careless errors” like typos during a crisis, as they will be magnified in the media’s glare. Whilst it’s never a good time to get something wrong, you’ll need to pull together as a team and be hyper-aware of everything you put out into the public arena.

In summary, taking a defensive stance or letting your ego get in the way will only ever hinder you in difficult times. The goal is to manage the crisis, not to win a personal battle. Full transparency, even when painful, builds trust and helps mitigate long-term damage.

Crisis communication management shouldn’t just start when a crisis occurs. A considered, measured crisis comms plan should be in place to ensure your brand and its representatives stay prepared to weather any storm.

From building your personal brand and showing a clear communication style that your audience can rely on (before, during and after a crisis!) to preparing a structured means of crisis communications management that your team can follow when the time comes, we can help. Want to learn more about how? Book in a call with us today.