How do you ensure consistency in messaging across various communication channels during a PR crisis?

Select one face to represent the organisation. This may usually be the CEO, but in some circumstances this can also be other members of senior leadership, or even the media lead. Select your spokesperson based on: - the nature of the crisis - technical needs and knowledge - who it impacts, and how it impacts them - their ability to handle questions and media requests (if required) Remember to prepare a briefing document for your spokesperson, with consistent messaging and tone.

While all staff should be briefed on key messaging, they should also be trained on not inadvertently becoming spokespeople. The best way to achieve this is to provide simple topline messaging accompanied by a statement that it is outside their purview and better fielded by the comms team, who will have more insights.

This is a crucial step in maintaining messaging consistency. When you create a central command to manage messaging, the final sign-off has to be done by ONE person along with checks by a smaller team before it goes to her/him. The proverb ' too many cooks spoil the broth' holds true in this scenario.

It is never IF but WHEN a crisis will occur, so it is vital to train regularly. Review your crisis response and communications plans, conduct a table-top drill with an event from weather related, cyber-attack, etc. Include your leadership and at least 1-2 people deep in each role, so there is depth in knowledge. Do so at least annually. Then debrief after the drill to update the plans or skill set of the team.

Crisis communication training is a key element of internal communications for organisations. It is vital to identify all potential spokespersons for various crisis risks (you can work with risk management teams for this process), and provide them with the necessary know-how on communicating during a crisis. Apart from information sharing, conduct regular media trainings for them, with mock interviews. Prepare a list of potential questions and talking points in advance on identified issues, including a list that is classified as high-risk to organisational brand and reputation. Early preparation is always better than working under pressure when a crisis hits.

Use Multi-Channel Approach Ensure the message is communicated consistently across all platforms—press releases, social media, email newsletters, internal memos, and website updates. Adaptation: While the core message should remain the same, adapt the tone and style to suit each platform. For example, social media posts may be shorter and more conversational, while press releases can be more formal and detailed.

To ensure effective communication and your point to be reached to maximum mediums a strong official statement is needed to be sent other than press releases and newsletters. A water army to neutralize the crisis is needed.