The boardroom has a crisis communications blind spot
Communication is the bedrock of effective crisis management. It is the golden thread which should run throughout: shaping how events and decisions are understood, and fundamental to whether trust is maintained or lost, says Katherine Sykes
We live in a world of global instability and complex interdependency, facing interconnected threats. Poly- and perma-crisis now define a volatile, uncertain and complex disorder in which crises no longer arrive as isolated events, but as fast-moving and highly visible shocks that can escalate within hours. In short, a potential crisis is around the corner at any given time.
For boards, the question is no longer whether a crisis will occur, but rather how quickly it will accelerate and whether the organisation is prepared to respond. With accountability ultimately resting with the board, effective risk management and crisis leadership have never been so important. Leaders are expected to identify problems that may be brewing within their organisations, anticipate potentially damaging external events and act on that knowledge quickly and decisively.
Despite this, industry studies consistently point to shortcomings in organisational resilience and crisis preparedness. Findings from Deloitte, the World Economic Forum, Aon and others demonstrate that despite being aware of potential threats, many organisations remain underprepared to manage their impact effectively.
Uneven preparedness in a fast moving and interconnected risk environment reinforces the need for stronger governance and more robust crisis leadership, supported by deeper scenario planning across sectors.
Preparation
Preparation is key. Crisis management must start long before a crisis hits and be owned by the board as part of wider resilience planning. Good governance requires boards to manage risk and act positively to avoid crisis, as well as react to it after the event. In an age of 24/7 rolling news and social media, boards must understand their role in advance. They must know how, why and when their organisations move into crisis mode, and be confident that the response will be effective. This is especially important given how decisions taken in the early stages of a situation can be disproportionately impactful in shaping the ongoing response and wider company reputation.
A mismanaged crisis can profoundly impact an organisation’s reputation and ability to operate, and the financial fallout can be costly. The inverse is also true. Adopting the right approach and mindset will reduce the likelihood and impact of a crisis and establish the systems, processes and behaviours that underpin resilience.
Communication is the bedrock of effective crisis management. It is the golden thread which should run throughout: shaping how events and decisions are understood, and fundamental to whether trust is maintained or lost. Strong communication is also central to demonstrating, and actually practising, accountability and control.
Unfortunately, too many boards are still failing to recognise the necessity of communications expertise or giving communications professionals a seat at the table, seeking their advice only after a problem has emerged. Communications professionals help protect reputation and strengthen resilience before, during and after a crisis. They also provide a valuable external lens, shedding light on potential risks, deciphering how decisions may be perceived by a host of stakeholders, and challenging internal assumptions that could become equally damaging.
The Chartered Institute of Public Relations, in association with the Institute of Directors, has published Crisis Communication for Boards: A Handbook for Good Governance. Designed specifically for directors and senior leadership teams, it provides a practical framework for addressing crisis as a whole-system challenge. It helps boards identify vulnerabilities and strengthen governance arrangements, while embedding communication as a core component of organisational resilience. The handbook also encourages leaders to view crisis as a dynamic lifecycle, from the early identification of risk through protection, preparation and response to recovery and the rebuilding of resilience and trust.
Drawing on expert contributions, practical toolkits, checklists and case studies, the handbook reflects an important principle: successful crisis management is rarely defined by decisions taken during a crisis alone. Rather, it is the result of effective prediction, protection and preparation long before a crisis emerges.
In a world of permanent visibility and accelerating risk, preparedness is a fundamental requirement of good governance and, increasingly, the standard by which boards themselves are judged. Leaders across sectors need to rise to the challenges of the modern corporate governance landscape and recognise that communications is a core part of crisis planning, and that planning is no longer negotiable.
Katherine Sykes is founder and co-chair CIPR Crisis Communications Network