Crisis communicators - from the sidelines to the C-suite

If your crisis management strategy begins and ends with writing a statement, you're already on the wrong track.

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Dear reader,

This week's edition of the Wag The Dog newsletter comes from a shared frustration and a burning desire for change.

Over the past week, I've had numerous conversations with passionate communicators who feel ignored by management in times of crisis. Their stories are frighteningly similar: they're excluded from important meetings, denied access to vital information and told to do effective crisis communications with one hand behind their back.

The prevailing mood? A mix of disappointment and determination. These professionals aren't asking for the moon – they simply want the resources and confidence to do their jobs effectively. They long for management to recognise that good crisis communication isn't an afterthought, but an important part of crisis management itself.

This widespread problem was the catalyst for today's “rant”, but more importantly, it's a call to action. It's time for us to change the narrative and claim our rightful place at the decision-making table.

So let's take a closer look at why crisis communicators aren't only important, but an indispensable member of any leadership team navigating a storm.

Table of Contents

No, a press release will not do…

We all know it; a single social media post can trigger a corporate crisis, but then why are crisis communicators still dismissed by many executives as mere press release writers? It's high time to challenge this dangerous misconception and recognise the strategic value these professionals bring to the boardroom.

Did you know that reputation accounts for 30% of the market capitalisation of FTSE 350 companies (that’s $908 billion)?1  So let's face it, if your crisis management strategy begins and ends with writing a statement, you're already on the wrong track.

Today's complex crises require more than knee-jerk reactions; they require strategic foresight, stakeholder engagement and statement writing – skills that crisis communicators have developed into an art form.

Take the example of the technology company that faced a major data breach. While the IT department rushed to plug the leak, it was the crisis communications team that quelled the public panic, maintained stakeholder trust and ultimately saved the company's reputation. This was achieved not through a hastily drafted press release, but through strategic messaging, analysing stakeholders and adapting to changing situations in real time.

What we really bring to the table.

Good crisis communicators can do more than just use words in the boardroom. They offer:

  1. Strategic insight: they transform complex situations into actionable communication strategies and align messages with operational realities.

  2. Stakeholder management: they navigate the complex web of stakeholder relationships and ensure that each group receives customised and timely information.

  3. Reputation protection: they develop narratives that protect and even enhance the organisation's reputation in turbulent times.

  4. Operational efficiency: by enabling clear communication between departments, they streamline crisis response activities.

  5. Long-term resilience: their involvement in post-crisis assessments fosters a culture of continuous learning and adaptation.

For those leaders who still view crisis communications as a side issue: It's time for a reality check. In the current global business landscape, crisis communicators aren't just messengers, but strategic partners who are essential to managing uncertainty.

A call to action for business executives.

The message is clear: integrate crisis communicators into your leadership team now, before the next crisis hits. Invest in communication training for your leaders, include communicators in strategic planning and foster a culture that values proactive communication.

Remember that in a crisis, your stakeholders will judge you on your actions, but also on how effectively you communicate them. Don't wait until you're in the middle of a storm to realise that you need a capable helmsman. Get your crisis communicators into the boardroom today and transform your crisis management from a reactive to a resilient strategy.

You have a choice: either continue to treat crisis communications as a purely tactical function and risk falling behind, or embrace it as a strategic resource and lead with confidence through an uncertain world. Your stakeholders – and your bottom line – will thank you for it.

Tips for communicators: your arguments in front of the board

If you want to secure a seat at the boardroom table as a communicator, consider these strategies to strengthen your arguments:

  • Speak the language of business: frame your arguments in terms of ROI, risk mitigation and strategic advantage. Use data and metrics to quantify the value of effective crisis communications.

  • Present case studies: prepare examples of crises where effective communication has made a significant difference. Include both positive outcomes of good communication and cautionary tales of poor communication.

  • Conduct a risk assessment: present a comprehensive analysis of the potential communication risks your organisation faces. This demonstrates foresight and strategic thinking.

  • Propose a crisis simulation: offer to run a crisis simulation for the board to demonstrate the complexity of crisis communications and your expertise in real time.

  • Point out industry trends: show how competing companies are incorporating communicators into their leadership and the benefits they're reaping.

  • Demonstrate cross-functional value: show how your role can support and enhance the functions of other departments in a crisis.

  • Provide a clear action plan: outline specific steps to integrate the communications strategy into the organisation's overall crisis preparedness plan.

  • Involve external experts: bring in respected industry figures or academics to emphasise the importance of strategic communication in crisis management.

  • Connect with the business objectives: clearly link your communication strategies to the overarching corporate goals and tasks.

  • Be persistent: don't forget that changing the corporate culture takes time. Consistently stand up for your role in strategic discussions and decision-making processes.

By applying these tactics, you can make a convincing case for your place at the management table and transform the perception of crisis communication from a support function into a decisive strategic advantage.

What do you think?

References

1  Research, E. (2019). Corporate reputation drive 30% of FTSE market value; ESG goes negative for many | Echo Research. Echoresearch.com. https://www.echoresearch.com/news-events/corporate-reputation-drive-30-of-ftse-market-value-esg-goes-negative-for-many/

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What I am reading/testing/checking out:

  • Tool: Deepwriter, an agentic AI system supporting you to produce high-quality writing in a fraction of the time.

  • Report: Risks on the Horizon: Insights for a Resilient Future

  • Tool: Illuminate from Google, transform your content into engaging AI‑generated audio discussions.

  • Assessment: a Claude artefact you can test based on the draft crisis communications framework I am working on. (more soon)

  • Tool: Cove, a new, visual way to explore, plan, and work together with AI.

Let’s meet!

Here are the events and conferences I'll be speaking at. If you're around, feel free to message me and we can meet up for a coffee or a Negroni.

  • 🇬🇧 Crisis Communications Boot Camp, 4-5 November, London, United Kingdom

  • 🇺🇸 International Association of Emergency Managers (IAEM) Annual Conference, 7 November, Colorado Springs, USA (remote/virtual).

  • 🇳🇿 Emergency Media and Public Affairs (EMPA) conference, 7 November, Wellington, New Zealand (remote/virtual)

  • 🌐 AI for Crisis Communications: Navigating Turbulent Times - Virtual Training via Zoom - November 21-22, 10 AM - 3 PM (Eastern Time) / 4 PM - 9 PM (Central European Time). Register here.

  • 🇧🇪 AI in PR Boot Camp II, 20-21 February 2025, Brussels, Belgium

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Parts of this newsletter were created using AI technology to draft content. In addition, all AI-generated images include a caption stating, 'This image was created using AI'. These changes were made in line with the transparency requirements of the EU AI law for AI-generated content. Some links in this newsletter may be affiliate links, meaning I earn a small commission if you click and make a purchase; however, I only promote tools and services that I have tested, use myself, or am convinced will make a positive difference.

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