What is the most important thing to remember when communicating during a crisis?

If you narrowly define crisis as “emergency,” then the guiding principles are consistency, accuracy and frequency. I would add to that the communications plan for such instances account for the need to downstream the process so that a core appointed group of leaders downstream the vetted, accurate updates to other communicators in the institution who may be receiving external inquiries. If you are referring to reputational crises scenarios, then I think there are some different guiding principles. Perhaps the first one is don’t let your client’s ego send you on a fool’s errand of defense. Common notable mistakes include emphatically defensive statements and responses that either contain hyperbole or downplay the accusation.

Being transparent with your stakeholders and remaining authentic to your brand is critical. Ensure the leadership team is aligned on the pros and cons of weighing in on a given issue. Once you have alignment, communicate with confidence and empathy. Speed of response is key to ensure you frame the narrative vs letting the public frame it for you.

A crisis is defined as someone within an organization violating the organization's values. Transparency calls for acknowledging the violation of values, explaining how it happened, and demonstrating steps the organization has taken, or will take, to ensure it does not happen again. This sounds easy but is difficult to execute in most situations.

Being transparent is critical to corporate integrity, even if it means being vulnerable. This may sound obvious, but it happens all the time. Companies going dark for hours or even days while figuring out a response makes it look like you're hiding. It's perfectly OK to say "we're looking in to this" and it helps build credibility with stakeholders.

Ensure you provide a platform where audiences / stakeholders get an opportunity to ask queries & questions regarding the ongoing crisis. DON'T just stick to communicating via one sided mediums like emails , video messages , press releases etc . Examples of interactive platforms : Helpline , Townhalls (Virtual / in person), Press Conferences , 1:1 Leader interviews . This will ensure credibility and connect.

Empathy must shine through in body language and posturing as well. It will be a faux pas to be sending the wrong message with your body language when you are trying to communicate solidarity and support. Cultural context should be considered in such instances.

Remember that there is a human element in just about every crisis situation. The well-being of the impacted parties should be your top priority as an organization, and as you communicate updates to stakeholders. Start by expressing your authentic concern and compassion for people, and the actions being taken to rectify the situation – and then provide proactive updates throughout its resolution.

Know your audience and put them at the centre of your crisis comms plan. You are talking to them, not at them. Put yourself in their shoes and ask, what would I want to know and how do I tell it in a way that is not condescending or jargonistic.

Choose your words carefully so it does not aggravate the situation. Let your non-verbal cues match your words. Be honest, this may be subjective, however, communicate from the heart and the head. Do your research, this will help you understand the situation and will guide what you say and how you say it. Also, choose a spokesperson deliberately, if need be.

Show bias for action. If you aren't able to commit to a concrete step (product or policy change, endorsement of a broader action, pledging a donation, etc.) your commentary in a moment like this can come off as performative. Think through from every angle/audience and then future proof. How are you making changes today that will impact tomorrow?

Consistency also means communicating at regular intervals throughout the crisis even if there’s nothing new to say. Acknowledge cooperation, continued commitment to address and empathy.

"Consistency is the hallmark of the unimaginative," Oscar Wilde quipped, yet in crisis communication, it is the bedrock of trust. I've learned to weave consistency into my narrative, ensuring clarity and reliability across all touchpoints. With 78% of consumers expecting consistent interactions (Salesforce), my focus remains steadfast on aligning messages, upholding promises, and maintaining a singular thread of truth. This steadfastness doesn't confine; it frees us to communicate with assurance and agility.

Being proactive in crisis communication means staying ahead of the game by anticipating and planning for potential issues. It's about preempting crises with strategic communication, shaping perceptions early, and influencing outcomes favourably. Actionably, this involves regularly updating crisis response plans, conducting scenario exercises, and communicating early and often. Proactivity isn't about reacting on impulse but about readying your team and stakeholders for swift, strategic action when challenges arise.

Everyone thinks a crisis will never happen to them...until it does. Being proactive and prepared is more critical than ever, as the scale and scope of crises has grown. Today, it's not only scandals, natural disasters, workplace violence and similar, but communications professionals need to be concerned about stakeholders who are increasingly embolded and empowered by social media and coalesce around topics. Create a detailed contingency/scenario plan in advance that lays out every conceivable crisis you can think of. Draft sample holding statements and news releases so you can issue a statement as rapidly as possible. Media train your spokespeople. Build a crisis management team, etc. Don't wait for a crisis to scramble for a solution.

Being proactive in communication is also very critical during a crisis. Proactive in sharing, updating and informing. Be proactive in getting as much details as possible from relevant internal stakeholders so that you can develop a clear communication plan. Once a communication plan is in place, be proactive in engaging with these stakeholders so that everybody is on the same page in terms of messaging, tonality, facts etc. Be proactive in sharing regular updates be it to the media, regulators, the administration or even your employees. Be proactive in responding to questions and queries from stakeholders and in doing that, be clear and transparent.

It is important to be perceived as the most authoritative voice on the crisis which unfolds, for which an unmistakable demonstration of composure is required alongside proactiveness and honesty. Crisis is also an opportunity to tacitly inform your critical stakeholders of your capability to deal with crisis, if at all one arises again, and how prepared you are to ensure that one doesn't arise in future. This is critical from a public affairs and investor relations point of view for the entity you represent.

Be concise - but also, keep it simple. Jargon is your enemy here. Words matter and, when chosen carefully, convey meaning beyond definition; tone reflects attitude, tense speaks to action and context is (always) king.

Going at it alone without collaboration from others is never a winning strategy - not in life and definitely not in a crisis. The importance of collaboration cannot be emphasized enough. This is really where you need to start. Who are the people that need to be in the war room to help you understand the situation, clarify the message, identify who needs to be communicated with, and determine who is going to deliver that message?

"Alone we can do so little; together we can do so much," Helen Keller's words echo in my approach to crisis communication. Collaboration is the thread that strengthens the fabric of our strategy. By uniting with my team and stakeholders, we create a symphony of coherent messages. Collaboration isn't just about sharing tasks—it's about pooling our collective intelligence. With teams that communicate effectively increasing their productivity by as much as 25% (McKinsey), I strive to be a nexus of cooperation, ensuring that our combined efforts resonate with clarity and purpose.

Provide regular updates and utilize a variety of communication channels to reach different audiences Keep stakeholders informed with regular updates, even if there are no major developments, providing regular communication reassures stakeholders that the situation is being actively monitored.

As we have seen in recent days, accuracy is absolutely key. These days it can be extremely difficult to tell what is true and what is not, especially when social media platforms are incentivizing users to share the most shocking content. Information moves fast during a crisis, but remember that your reputation depends on the truth of what you are sharing, and years of work can be undone in an instant. When in doubt, don’t aspire to be first above all, but slow down and make sure that readers can always trust what you are saying.

Be accountable and understand that everything you say will be intensively scrutinized at a heightened level. Words are important, but only if they are followed by tangible and measurable actions. And communications need to come from the top.

Messaging plays a pivotal role while managing a crisis. It has to be concise and cover all the nuances of the crisis, internal and external stakeholders engagement is very important.

At the end of the day, leadership in a crisis matters. Leadership demands resilience, adaptability, and a steadfast commitment to guide the organisation through turbulent times. In my experience, I have seen several effective crisis leaders who remain composed under pressure, making swift, well-informed decisions while demonstrating empathy and transparency internally and externally. They inspire confidence and trust among their teams, providing a sense of direction and purpose. Successful crisis leaders also embrace open communication, ensuring stakeholders are informed and engaged. They are quick to learn from setbacks and adjust strategies as the situation evolves. Most importantly, these leaders learn from their mistakes for future.