How to Write a Crisis Statement

What a crisis statement should say and what it should avoid

A crisis statement should explain what the organization knows, acknowledge the concerns of the people affected, describe what the organization is doing, and provide a reliable source for additional information.

The statement should be accurate, clear, measured, and appropriate for the stage of the crisis.

A strong statement does not need to answer every possible question. It does need to protect credibility and avoid creating additional problems.

Determine the purpose of the statement

Before drafting a crisis statement, the organization should decide what the statement needs to accomplish.

The purpose may be to:

• Acknowledge an incident
• Respond to a reporter
• Correct inaccurate information
• Reassure employees or customers
• Explain an operational response
• Address allegations
• Communicate concern for those affected
• Provide instructions
• Announce an investigation
• Explain why certain information cannot yet be released

Different situations require different statements. A message to employees may be more detailed than a public statement. A response to a reporter may be shorter than a letter to customers. A statement about a lawsuit may require careful language distinguishing allegations from established facts.

Start with verified information

A crisis statement should be based on facts that the organization can confirm.

Before drafting, determine:

• What happened
• When and where it happened
• Who has been affected
• What the organization has confirmed
• What remains under review
• What actions have already been taken
• What legal, privacy, or regulatory restrictions apply

The statement should not include rumors, assumptions, or conclusions that have not been supported.

Information released during the early stages of a crisis may be repeated for months or years. An inaccurate initial statement can become a lasting credibility problem.

Decide whether a holding statement is appropriate

A holding statement is a short initial response used when the organization is aware of an issue but does not yet have enough verified information for a complete explanation.

A holding statement may say:

“We are aware of the situation and are reviewing the available information. Our immediate priority is the safety and well being of those involved. We are working to confirm the facts and will provide additional information when it is available.”

This is only a general example. A real statement should reflect the specific facts, audiences, responsibilities, and risks involved.

A holding statement should not be used as a substitute for action. It provides time for responsible review while showing that the organization is aware of the situation.

Use a clear structure

Most effective crisis statements contain four basic elements.

Acknowledgment

Confirm that the organization is aware of the situation.

Concern

Recognize the impact on employees, customers, families, community members, or other affected people when appropriate.

Action

Explain what the organization is doing to investigate, correct, assist, cooperate, or prevent further harm.

Next steps

Explain where additional information will be provided or when another update may be available.

Not every statement will use all four elements in the same way. The structure should reflect what can responsibly be said.

Write in plain language

A crisis statement should be easy to understand.

Avoid legal jargon, technical language, internal terminology, vague corporate phrases, and long explanations that obscure the main point.

Instead of writing:

“We are undertaking a comprehensive assessment of the circumstances surrounding the aforementioned event.”

Consider:

“We are reviewing what happened and working to confirm the facts.”

Plain language does not mean oversimplifying a serious situation. It means communicating clearly.

Show appropriate concern

A crisis statement should recognize the human impact of the situation.

Concern should be sincere and proportionate. It should not sound like a marketing message or a legal formula.

Expressions of concern should also be reviewed carefully when liability, insurance, litigation, or regulatory issues are involved. Communications counsel and legal counsel should work together to find language that is responsible, humane, and consistent with the facts.

Avoid speculation and absolute promises

Statements should not predict outcomes that the organization cannot control.

Avoid language such as:

“This will never happen again.”

“No one was harmed,” when the facts are still being reviewed.

“We have identified everyone responsible,” before an investigation is complete.

“This matter will be resolved immediately.”

A more credible statement explains what the organization is doing and what information is currently available.

Do not sound defensive

Even when criticism is unfair, the first statement should usually focus on facts and response rather than anger.

Defensive statements may attract more attention to an allegation, alienate important audiences, and create language that becomes part of future coverage.

There are situations where an organization should respond firmly to false information or serious accusations. An assertive response should still be accurate, controlled, and strategic.

Coordinate with legal counsel

Statements involving lawsuits, investigations, employment matters, accidents, financial issues, regulatory concerns, or allegations of misconduct should be reviewed by legal counsel.

Legal review should consider liability, confidentiality, privacy, court restrictions, regulatory requirements, insurance obligations, and consistency with any legal filings.

Communications review should consider clarity, tone, audience reaction, media use, and reputational impact.

The strongest statement addresses both sets of concerns.

Prepare different versions when necessary

An organization may need several related messages.

These may include:

• A public statement
• A media response
• An employee email
• Talking points for managers
• A customer notice
• A board briefing
• A social media post
• A letter to partners or donors

The messages should be consistent but do not have to be identical. Each audience should receive the information it needs.

Review the statement before release

• Before approving a statement, ask:
• Is every factual statement accurate?
• Does the statement acknowledge the central issue?
• Does it explain what the organization is doing?
• Could any language be misunderstood?
• Does it conflict with a legal filing or internal communication?
• Does it sound human?
• Does it create an unnecessary promise?
• Has the appropriate person approved it?
• Where and how will it be released?
• Who will respond to follow up questions?

A statement should be considered part of a larger communications strategy, not a stand alone document.

Related topics

• What is Crisis Communications?
• What to Do in a PR Crisis
• How to Respond to the Media During a Crisis
• When to Hire a Crisis Communications Firm
• Crisis Communications for Lawsuits

Speak with David PR Group

A crisis statement may be short, but the decisions behind it can be complex.

David PR Group helps organizations confirm the purpose of the statement, identify the audiences, coordinate with legal counsel, develop appropriate language, anticipate reactions, and prepare for follow up questions.

Contact David PR Group for confidential assistance with a crisis statement, media response, employee message, or other sensitive communication.