Crisis comms isn’t theoretical. It’s messy, emotional, high-stakes - and often playing out in real time.
I spent several years working in communications for Police Scotland. It was intense, relentless, and exposed me to some of the most challenging comms scenarios imaginable: sudden fatalities, reputational threats, national restructures, and major public incidents.
The lessons I learned there haven’t just stayed with me - they’ve shaped how I approach every comms challenge since. Here are five that I believe every communicator can take into any crisis, whether you're working in public service, private industry, or anywhere in between.
Act fast and stay calm.
In a crisis, speed matters - but so does composure. You rarely have all the facts upfront, but silence creates a vacuum that gets filled by speculation.
Even if your initial statement is limited, say something. Acknowledge the situation. Commit to updates. Make sure people know you’re present and in control.
In policing, we issued early holding lines even while details were still emerging. It gave the public reassurance and set the tone for the response to come. Behind the scenes, the best-handled incidents were always led by calm, decisive communicators who understood that timely, honest communication earns trust - even when the news is difficult.
Control the facts, not the narrative.
You can’t control how people feel - but you can anchor them in what’s true.
In emotionally charged situations, audiences may not agree with your position. That’s OK. Your role isn’t to win every argument - it’s to hold the line with clarity, consistency, and truth.
Facts, shared early and repeated often, are your strongest asset in a storm. Spin rarely works. Transparency, even when uncomfortable, builds long-term credibility.
Never treat internal comms as an afterthought.
Your people are your message carriers. In a crisis, they’re either reinforcing your response or undermining it.
At Police Scotland, I saw first-hand how important internal communication was. Officers on the front line needed information, reassurance, and clarity just as much as the public did - and sometimes more.
If your teams feel left in the dark, they’ll fill the gaps themselves. Align your internal and external messages. Use consistent language. And prioritise your people as much as your reputation.
People want reassurance as much as detail.
Facts are essential but they aren’t enough. People want to know that you care.
Often, in the aftermath of a tragedy, the public wanted someone to blame. The police, fairly or unfairly, often took that role. In those moments, clear facts had to be paired with empathy. What are you doing to make sure it doesn’t happen again? Who is taking responsibility? What are you learning?
Choose spokespeople who don’t just know the script, but who can communicate with warmth and authority. Reassurance isn’t deflection - it’s a core part of recovery.
Your reputation is built before the crisis.
By the time something goes wrong, the public has already made up their mind about you.
In policing, that meant communities who had experienced fair, visible, consistent engagement were more likely to listen and trust during difficult moments. In business, it’s no different.
Invest in visibility, consistency, and good storytelling before things go wrong. Share your values and your people. Show how you operate day-to-day. That’s the equity you draw on when you need support - and forgiveness - later.
Crisis comms isn’t about perfection. It’s about preparation, clarity, empathy, and credibility. The pressure may be high but with the right foundations, you can respond in a way that doesn’t just protect your reputation but strengthens it.
Crisis comms isn’t about controlling chaos. It’s about being trusted in the middle of it.
