Reputation on the Line: Communicating When It Counts

Have you ever stopped to think what would happen if there were a scandal or controversy in your workplace? A major fire at your factory? Or an unfortunate accusation against a member of your team?

Understandably, none of us wants to face a situation like this, but hoping for the best isn’t a recommended strategy.

PR is often seen purely as a tool for generating positive coverage when things are going well, the cheery, good news. And yes, that’s an important and enjoyable part of the picture and a significant proportion of what I do at Grainger Public Relations.

But some of the most valuable work I do for clients happens behind the scenes, the stuff we never talk about, long before a journalist ever picks up the phone.

Crisis communications – the planning

So, let’s step back and consider how we could prepare.

When something goes wrong, decisions need to be made quickly. Without a plan, organisations can lose control in minutes and, in the worst-case scenario, that damage can last a lifetime.

That’s why I help clients develop clear, practical crisis communications plans that cover not just what to say, but how and when. My plans answer questions such as:

What would constitute a crisis in your organisation?
Who would declare it?
Who would lead on comms both internally and externally? What if the CEO is on holiday?
If the situation escalates beyond an internal audience, who would speak to the media? (and who definitely shouldn’t?)
What would they say?
And – as well as the media – who would you need to communicate to if something went wrong, in what order, and how? Do you really want your customers finding out your bad news on TV?

That last point is often overlooked. In a crisis, your audiences might include everyone from your receptionist/front-of-house team to customers and clients, suppliers, insurers, funders, regulators, and partners. Ensuring you communicate transparently and honestly, but within any regulations you’re bound by, can make or break trust when things go wrong. After all, you need to work with these people again when the dust has settled.

Crisis communications – the doing

If a crisis unfolds, clear, effective communication with all your audiences is essential.

In some cases, it might be enough to explain the situation to your colleagues and customers or clients, and if you’re lucky, the issue can be contained within these groups.

However, it doesn’t take much for news of a crisis to travel, sparking the prospect of press and media attention.

And while you might assume that a ‘no comment’ is the best option, that approach is unlikely to protect you and may well make matters worse.

Working alongside Colin Kelly of Comsteria, I work with clients to build real-life, transferable skills that help them handle difficult situations, whether that’s responding to hostile, impatient questions during a crisis, or making the most of an unexpected media opportunity. It’s not about teaching people how to talk their way out of the mess. It’s about:

Understanding how the media works and what journalists are really looking for
Staying calm and in control under pressure
Communicating with empathy in sensitive situations. Are you sorry for what’s happened? Should you say you’re sorry?
Making sure key messages land, even when conversations are tough and you have a brief opportunity to respond

Invest in your crisis

One of the biggest misconceptions about crisis preparation is that it’s only useful when things go wrong.

In reality, the skills developed through crisis planning and media training are worth investing in as they improve everyday communications too. Leaders become more confident, key messages become clearer, and the media become less of a threat.

So yes, positive, celebratory press is important, but resilience and being prepared when the narrative changes are just as important.

To feel more prepared in 2026, drop me a line – claire@graingerpr.co.uk / 07912 324 264

ENDS