Communication Planning for High-Stress Scenarios

A good crisis communications plan is a lot like a tightly written prenup. Nobody ever wants to use one. But if the unexpected happens, you’ll be damn glad you have a playbook to deal with the storm. Here’s why you need them: ✅ It’s designed when everyone is generally calm and thinking rationally. ✅ It outlines who is supposed to do what and with whom so raw emotions don’t drive decisions. ✅ It prevents an already bad situation from getting way worse. ✅ It allows both sides (company & its key stakeholders) to move forward—ideally with minimal drama, intact reputations, and some financial stability. Some execs still avoid deep crisis planning because “we don’t want to jinx ourselves.” Same energy as “our love is forever; we don’t need a prenup.” Then reality happens: - A huge lawsuit drops. - Your CEO gets caught in a scandal. - A big product recall hits. - Reporter calls at 8pm with a juicy story dropping the next AM and needs a comment. - Influencer with 2 million followers gets mad at you and unloads on X/Insta/TikTok. - A supplier factory catches fire and people die. Now you’re scrambling, emotional, and deciding everything on the fly. Bad move. A solid and updated crisis plan—just like a prenup— provides a step-by-step playbook to survive, recover, and even come out stronger. And if circumstances change? A good plan builds in pivots. If you run a company (or represent one), ask yourself: 📌 Do you have a real step by step crisis plan, or are you just hoping for the best with some placeholder statements? 📌 Do your executives know exactly what to do if something explodes tomorrow? 📌 Who exactly is calling the shots when everyone is panicking? The best time to plan for a crisis is before you’re in one. Pay now or pay way way more later friends.

I recently had the pleasure of presenting on crisis comms to a group of Central Washington University students. It’s a topic I get asked about all the time, so sharing 6 key learnings I usually highlight: 1) Preparation is key – If you wait until you are in a crisis to think about your plans, you’re starting at a huge deficit. Scenario plan early and build out as much process/content as you can so you have a running start when the time comes. With careful planning and an early warning system in place, you may even be able to intercept an issue before it turns into a full-blown crisis. 2) Stakeholders (and their roles) matter – A critical part of preparedness: who needs to be involved and in what capacity. Who is the decision maker, who needs to be informed, who is part of the working group, etc. It will vary based on the situation, so see point #1 and get this sorted out in advance. Including how to reach people after hours. 3) Get the facts first ­– Resist the urge to “message” a situation or talk tactics until you understand the facts, including what is unknown. A comms strategy is only as good as the data it is based on; faulty information = faulty strategy. 4) Consider ALL audiences – Customers, partners, employees, the local community, etc. Again, it will vary by situation but things can go sideways fast if you forget about a major audience. You need to own your story across all of them. Pro tip: If you find yourself prioritizing press as your top audience (vs. say, customers or employees), you’re probably doing it wrong. 😊 5) Third parties can tip the scales – They can work in your favor or they can keep fanning the flames. For any given situation think about who can be an advocate…and who is likely to be a detractor. For those who are advocates, remember to nurture those relationships over time vs. simply tapping them when you need something. 6) Practice, practice, practice – The best way to ferret out gaps is to do a few practice drills. But don’t pick a day/time where everyone is around, has time available, etc. Mimic a real scenario which likely includes a couple key people being on vacation, on the road, tied up in all day meetings, etc. The final bit of advice I give people: keep calm. Comms leaders have a unique opportunity to set the tone. Showing up as calm and in control can go a long way to settling others’ nerves. (And yes, it’s completely fair to be stressing out internally/privately.) Joe Tradii thanks again for the opportunity to spend time with your students! #PR #CrisisComms #VoxusPR

The overnight collapse of Baltimore's Francis Scott Key Bridge has unleashed a wave of online conspiracy theories, spreading like wildfire across social media platforms. Within hours, some individuals were promoting baseless claims around the cause of the attack, ranging from cyber-attacks to intentional collisions on X. While misinformation during such events isn't new, the alarming pace and trust some of these accounts command pose significant challenges for Federal agencies and corporates alike. In times of crisis, the dissemination of misinformation on social media can wreak havoc, creating confusion, panic, and hindering effective response efforts. Moreover, it erodes trust in reliable sources of information, exacerbating the chaos and making it even more challenging to manage the situation.  For corporates, it's a reality that they are living in---that's where the importance of corporate preparedness comes into the picture. Here are a few suggestions that can help with your crisis preparedness: DURING THE CRISIS ✅ Establish Clear Communication Channels: Designate official spokespersons and platforms for disseminating accurate information. ✅Monitor Social Media and News Sources: Implement robust monitoring systems to track mentions and detect misinformation early. ✅Debunk False Information: Respond promptly with evidence-based rebuttals to false claims and communicate transparently with stakeholders. ✅Engage with Stakeholders: Demonstrate transparency and accessibility by engaging directly with stakeholders to address concerns. ✅Collaborate with Authorities and Experts: Pool resources and coordinate response efforts with relevant authorities and industry peers. ✅Monitor Sentiment and Feedback: Continuously monitor stakeholder sentiment to tailor communication strategies and address concerns. BEFORE CRISIS ❎ Educate Employees and Stakeholders: Provide training on media literacy and critical thinking skills to empower individuals to discern fact from fiction. ❎ Review and Update Crisis Communication Plans: Regularly review and update crisis communication plans based on lessons learned and emerging best practices. AFTER CRISIS ⭕ Evaluate and Learn: Conduct a thorough evaluation of the company's response to misinformation to inform future crisis preparedness efforts.

Words matter most when the pressure is highest. The right language can make or break your team. Great leaders know this. In high-pressure moments, what you say shapes how your team feels, acts, and performs. Here are the phrases every leader must avoid and what to say instead: 1. "You're overreacting." ↳ This phrase shuts people down. It tells them their feelings don’t matter. Instead, say: "This is clearly stressful how can we ease the pressure?" This shows you care and want to help. 2. "This is unacceptable." ↳ Harsh words create fear, not solutions. Try: "I see some issues here—let's work together to improve this." Now you’re inviting teamwork, not blame. 3. "Just get it done." ↳ This sounds cold and dismissive. Replace it with: "Let’s focus on what’s most important right now." This gives direction and support. 4. "This needs to be perfect." ↳ Perfectionism creates anxiety. Say: "Aim for high quality, but don’t let perfect slow you down." This encourages progress, not paralysis. 5. "We don’t have time for mistakes." ↳ This phrase kills innovation. Instead, use: "Mistakes happen—let’s learn and move forward." This builds trust and resilience. 6. "Why can’t you handle this?" ↳ This question blames and embarrasses. Try: "What support do you need to get through this?" This shows you’re there to help. 7. "That’s not my problem." ↳ This phrase destroys team spirit. Say: "Let’s see how we can solve this together." This builds unity. 8. "You should have known better." ↳ This phrase shames people. Instead, say: "Let’s talk about what happened and how we can prevent it next time." This turns mistakes into learning. 9. "Don’t bring me problems, bring solutions." ↳ This shuts down honest communication. Try: "Let’s look at the problem together and find a way forward." This encourages openness. 10. "If you can’t handle the pressure, maybe you’re not right for this." ↳ This phrase pushes people out. Say: "Pressure is tough—let’s talk about how to manage it as a team." This keeps people engaged and supported. The words you choose in tough times set the tone for your whole team. Empathy, clarity, and support are not soft skills—they are leadership essentials. When you use language that validates, guides, and encourages, you build trust. You create a space where people feel safe to speak up, share ideas, and solve problems together. This is how you drive real results even when the pressure is on. Strong leaders don’t just manage tasks. They manage emotions, expectations, and energy one word at a time. Change your language. Change your leadership. And watch your team thrive, no matter how high the stakes. 💡New Leader? Get my leader playbook, questions, activities, leadership skills program, and more with our popular NEW LEADER Bundle. Launch special...https://lnkd.in/gv6uwm_V Image Credit: George Stern

7 common communication errors in high stress conversations and what to say instead: ❌ "Always" or "never" - This will be received as accusatory. You'll get trapped in a power struggle about how often the other person is or isn't doing something. ✅ "Generally", "In my experience", "This is what I'm noticing" - focus on talking from your own perspective only. ❌ "But" or "However" - these words always negate everything that came beforehand - "I'm not racist, but..." See how it sounds? ✅ "And" - Both sides can be true. Despite how politicians frame issues, things don't always have to be one or the other. Taking a balanced view can show you're reasonable. ❌ "You just don't understand" - condescending/belittling - It goes against the philosophy of taking the time to understand the other person and their point of view. ✅ "I feel like there's a disconnect" - Instead, just bring up the dynamics of what's happening and let the other person respond see if they sense it too. ❌ "Calm down" or "Relax" - This is super dismissive of the other person's emotions and experience - like a parent scolding a child. ✅ "This is stressful/frustrating for you" - Feelings are never bad or good, they just are. Let the other person feel their emotions, and in the same way, you feel yours too. ❌ "I know how you feel" - Sounds empathic, but it's not. In fact, it diminishes their feelings and centers yourself instead. ✅ "That makes complete sense." - Acknowledge their world and reality. It's not saying you agree, you're only validating them and their experiences. ❌ "Why..." - Seen as accusatory or aggressive. ✅ "What.." or "How..." or "Tell me more..." - Take on a more curious and open tone, invite the other person to share more. ❌ Talking too much in general. - Many of us talk when we're nervous or we feel like we have to have an answer for everything. ✅ Silence - Learn to sit in hard moments, be silent, and allow emotions to just be. What you say or don't say is important in communication. In difficult conversations? It's even more important to be thoughtful and intentional with what you say. When you're reading this list, I bet it looks super obvious to avoid these phrases/words, but in the heat of the moment, we all tend to use them. Which makes it even more important to prepare yourself, learn to manage your emotions, and learn to reduce the other person's fight/flight/freeze response so they can engage in the the dialogue with you. What other traps am I missing? What phrases/words do you like to avoid? 👇 ------------ I'm Chris, and I work with leaders who want to create engaged and human-centric workforces so they can focus on the impact they want to have. Follow me for strategies and tips to communicate confidently. #supervisors #leaders #difficultconversations #empathyatwork #trust #communicationskills

I often say we are in the business of building, maintaining and, when needed, repairing reputation. People don’t always think about the importance of a proactive crisis plan in managing a reputation; however, having a solid crisis communication plan is key to safeguarding your reputation (or that of your business) in turbulent times. From data breaches to natural disasters, how you respond in critical moments can make or break your reputation. A well-thought-out crisis media plan is not just advantageous, but essential. My three keys to crisis communication are: 1. Preparedness is confidence among key stakeholders. This allows you to: a. Communicate early b. Communicate often c. Be transparent (even if you can’t provide many details) 2. Time is of the essence. A crisis media plan outlines exact protocols and procedures to minimize confusion and increase communication. 3. Business continuity: Effective crisis management includes provisions for maintaining essential operations while coordinating internal and external communications. Failing to plan is planning to fail. https://bit.ly/4awrF3f

Let’s challenge a common misconception: Crisis communication is not about managing the incident. It’s about building and strengthening trust through the incident. In moments of high stress—when people are experiencing fear, resistance, grief, or anger—logic isn’t enough. In fact, it often gets dismissed entirely. That’s because: You cannot beat emotion with logic. (Crisis Ready® Rule) No matter how accurate or reassuring your message may be, if you don’t first acknowledge the emotional landscape, people will not feel seen, safe, or supported—and they won’t follow your lead. So what does real crisis leadership require? 💥 Emotional validation: Naming the emotions people are feeling 💥 Energetic presence: Leaning into the energy of the situation and holding space without bypassing discomfort 💥 Relational attunement: Speaking directly to what matters most to others 💥 Safety: Creating a felt sense of emotional safety and connection Only then—only then—are people able to hear your message, trust your leadership, and move forward with you. This is what we teach inside the Crisis Ready® Course on Mastering Crisis Communication & Leadership. Because in today’s emotionally charged world, connection isn’t a soft skill—it’s a strategic imperative. And leaders who know how to create emotional resonance will always be the ones who move others through the hardest moments. THIS is the leadership people are craving today. THIS is the leadership we need to see more of. Feel called or inspired to learn more? 👉 https://lnkd.in/eG25qxn9 #CrisisCommunication #CrisisLeadership #EmotionalSafety #TrustInLeadership #CrisisReady

High-pressure situations aren’t just part of the job. They’re part of life...  And, the way you handle the pressure can be the difference between landing that massive client or losing them.  This is how my team and I approach these moments: 1️⃣ First, we assess the situation objectively We pause and focus on the facts.  Looking at the situation objectively (what’s working and what isn’t) helps us face reality instead of fearing the “what-ifs.” 2️⃣ We prepare mentally (and breathe!) Deep breathing may sound simple, but it makes a big impact.  Before stepping into high-stakes scenarios, we've learned to take a moment to center ourselves.  It helps us approach challenges with clarity and confidence. 3️⃣ We encourage open communication Pressure can make people hesitant to speak up, but I’ve learned that the best ideas and solutions come from creating a safe space.  We welcome dissenting opinions, invite questions, and value every perspective.  Because, when the team feels heard, they bring their A-game. 💡And, last but probably most importantly, we practice active listening. REALLY listening opens the door to understanding.  By empathizing with each other and clarifying concerns, we’re able to prioritize what truly matters and move forward together. High-pressure situations can be chaotic and overwhelming.  But, with preparation, open dialogue, and empathy, they can become opportunities to grow stronger as a team and tackle challenges head-on. How do you handle high-pressure moments?  I’d love to hear your strategies👇

The best time to prepare for a crisis was last month. The second-best time is today. Too many companies say, “We’ll figure it out when we need to.” But that only works if the crisis sends a calendar invite. And it won’t. Internal communicators can’t predict the next emergency. But we can pressure-test the system. Start here: 🔷 Do you have a clear approval path for urgent messages? 🔷 Do you know exactly who needs to be notified, and in what order? 🔷 Can you reach frontline workers without going through five layers? 🔷 Are your leaders ready to speak quickly, calmly, and credibly? 🔷 Do you have templates, talking points, and backup channels? Preparation isn’t overkill. It’s how you earn speed when it matters most. A crisis is no time to build the plan. It’s the time to use it.