What to Do in a PR Crisis

The first steps an organization should take when a crisis begins

When a public relations crisis begins, the first step is to assess the situation before making public statements, answering detailed questions, or reacting online.

An organization should determine what happened, what is known, what remains uncertain, who may be affected, and which audiences need information. It should also establish who is directing the response, who is authorized to speak, and how communications will be reviewed and approved.

Speed matters during a crisis. Accuracy, judgment, and coordination matter more.

At David PR Group, we have spent more than three decades helping companies, executives, attorneys, nonprofits, developers, financial institutions, healthcare organizations, and other organizations respond to difficult communications challenges. While every crisis is different, a disciplined response usually begins with the same basic steps.

Start with crisis triage

Crisis triage is the process of quickly evaluating the situation and identifying the most immediate risks.

Leadership should gather the people who understand the operational, legal, financial, personnel, and communications issues involved. This group does not always need to be large. It does need to include the people who can confirm facts and make decisions.

The initial assessment should answer several questions:

What happened?
When did it happen?
What information can be confirmed?
What information is still being reviewed?
Who has been affected?
Who already knows about the situation?
Are reporters, employees, customers, regulators, investors, or other stakeholders asking questions?
Is the issue likely to become more visible?

A crisis response should be based on verified information rather than assumptions, rumors, or pressure to respond immediately.

Establish a clear chain of command

Confusion inside an organization can quickly become confusion outside the organization.

Leadership should designate one person to coordinate the communications response. The organization should also identify who will approve statements, who will communicate with employees, who will respond to customers or stakeholders, and who will serve as the public spokesperson.

Employees should receive clear instructions about how to handle outside questions. They should know where to direct media inquiries and should not speculate, offer personal opinions, or share internal information.

This does not mean employees should be treated as an afterthought. Employees are often one of the most important audiences during a crisis. They need timely information and practical guidance.

Identify the audiences that matter

A crisis rarely affects only one audience.

Depending on the situation, an organization may need to communicate with:

Customers
Employees
Board members
Investors
Donors
Lenders
Business partners
Vendors
Regulators
Elected officials
Community leaders
The news media
The general public

Different audiences may need different levels of information. Employees may need operational instructions. Customers may need reassurance or assistance. Reporters may need a concise statement. Board members may need a detailed briefing.

The overall message should remain consistent, but the method and level of detail may change.

Prepare an initial message

An organization does not always need to issue a detailed public statement immediately.

In many situations, the appropriate first response is a holding statement. A holding statement acknowledges that the organization is aware of the issue, explains that the matter is being reviewed, and provides any information that can responsibly be confirmed.

A useful initial message may include:

What the organization knows

What it is doing
Who is affected
Where people can obtain reliable information
When another update may be provided
The statement should avoid speculation, exaggeration, unsupported conclusions, and promises that may be difficult to keep.

Anticipate difficult questions

Before making a statement or speaking with a reporter, leadership should prepare for the questions that are most likely to be asked.

These may include:

Why did this happen?
Who is responsible?
When did leadership learn about it?
Could it have been prevented?
Has this happened before?
What is being done now?
Will anyone be disciplined?
Has law enforcement or a regulator been contacted?
What will the organization do for those affected?

Preparing for difficult questions helps prevent inconsistent answers and emotional reactions. It also helps leadership identify weaknesses in the organization’s current message.

Coordinate communications with legal counsel

Many crises involve legal risk. Lawsuits, investigations, workplace incidents, data breaches, financial disputes, regulatory matters, and allegations of misconduct may require close coordination between communications professionals and attorneys.

Legal counsel should review statements for accuracy and legal exposure. Communications counsel should evaluate how the message will be understood by employees, customers, reporters, and the public.

The legal strategy and communications strategy should support one another. Neither should be developed in isolation.

Monitor the response and adjust

A crisis continues to change after the first statement is issued.

The organization should monitor news coverage, social media discussions, customer questions, employee concerns, and stakeholder reactions. New facts may emerge. Reporters may identify new sources. Online criticism may shift. An internal issue may become public.

Monitoring helps the organization determine whether its message is being understood and whether another response is needed.

The goal is not to answer every online comment. The goal is to identify significant changes and respond strategically.

Mistakes to avoid during a PR crisis

Organizations often make a difficult situation worse by acting too quickly or without a clear process.

Common mistakes include:

Responding before confirming the facts
Allowing multiple people to speak for the organization
Ignoring employees and other internal audiences
Using defensive or emotional language
Arguing with critics on social media
Saying “no comment” without considering a more useful response
Making promises before the organization knows whether they can be fulfilled
Releasing information that conflicts with the legal strategy
Waiting too long to acknowledge an obvious problem

A measured response is not the same as a slow response. It means making decisions with discipline.

Speak with David PR Group

The first hours of a crisis can affect everything that follows.

David PR Group helps organizations assess the facts, establish a response process, identify important audiences, prepare leadership, develop key messages, and coordinate internal and external communications.

If your organization is facing media scrutiny, online criticism, a lawsuit, an employee issue, public opposition, or another reputational challenge, contact David PR Group for a confidential discussion about your situation.

(305) 724-3903