How to Communicate in a Crisis

Crisis communications are deployed when an organization, Tribal Nation, or other body has to speak to stakeholders, and sometimes the public, about an emergency situation within a matter of hours. In some less-pressing circumstances, this could be days.

Examples of crisis communications include natural disasters, unexpected lawsuits, abrupt transitions of leadership, allegations of wrongdoing, injury that could affect stakeholders, etc.

The overarching goal of crisis communications is to reassure your audiences that you are handling the situation in a wise and timely fashion, so they have confidence in your leadership and your organization’s reputation does not suffer.

Your Crisis Communications Plan

You can handle crises most successfully by being prepared for them before they happen by creating a crisis communications plan. A crisis is, by definition, quick-moving, with potentially major impacts. While this is not a complete crisis comms plan—which is built out and tailored to an organization, the following steps can begin to help any organization weather an emergency.

8 Steps Toward Weathering Crises

1. Assess the situation. If 911 does not need to be called, or law enforcement is already engaged, then the first step in navigating the crisis is to understand what’s going on as completely—and quickly—as possible. Some key questions to ask are:
   • What is the incident that’s taken place?
   • When and where did it occur?
   • Is it still happening or at risk for happening again?
   • Who is involved?
   • Who else could be impacted?
   • What’s been done so far?
     Never assume you have the full story; expect and plan for possible twists and turns as the situation develops.
2. Assemble your leadership team. While each organization is different, people that commonly need to brought in include:
   • Tribal chairman, executive director, or CEO
   • Board president
   • Attorneys
   • Communications director
   • HR director (if the situation is a personnel issue)
3. Assign duties. It’s particularly important to identify a primary point of contact for incoming questions, and a spokesperson. (These may be the same person.)
   • There should only be one spokesperson on the situation, to ensure communications are consistent and accurate.
   • One person should be assigned to outline the chronology of events to the best of your collective knowledge.
4. Identify stakeholders to be informed, when to inform them, and how.
   • People to be informed may include: board members, funders, electeds, members of your Tribal Nation, employees, clients, or other members.
   • Determine the sequence for informing them.
     • For example, board members typically need to be kept informed early on.
     • Depending on the situation, it can be important to update certain funders or elected officials personally, so they are not surprised.
     • Determine how you will inform each group; if at all.
       • Some people require an individual phone call from leadership, for instance.
       • Others may be kept up to date with an email.
       • When it’s time to inform the public, your social channels may be the appropriate route.
       • And, in certain legal cases, there could be a case to see how events transpire before speaking to stakeholders, staff, or to the public.
5. Develop key messages. Your messages should be informative and reassuring (however possible) for your stakeholders. Key messages should include:
   • The facts you know about the situation.
   • What you are doing to navigate the situation and address the impact.
   • What next steps are, if any.
   • Note that some stakeholders—such as council or board members—may require more detailed information than what is being released publicly.
6. Begin informing stakeholders, in sequence.
   • If different members of your leadership team are informing stakeholders individually, make sure everyone is using the same talking points.
   • If speaking by phone, have a conversation—do not leave a message.
   • Follow up with an agreed upon email that clearly states what has taken place and what the path forward looks like.
   • Articulating a clear timeline on next steps instills confidence that you have a plan and are in control of the situation.
7. Assess whether the media should be involved. You may get media calls, which should all be directed to your point of contact. Make sure stakeholders have been updated first, before you speak to the media.
   • Rather than participating in several interviews, consider drafting a media statement.
     • This can be shared individually with specific reporters, or sent more widely to your press list.
     • The statement should include basic facts about what you know, and a quote from leadership.
8. Continue providing updates as necessary for stakeholders’ needs.