How to build real capability in crisis communication – step by step

“The single biggest problem in communication is the illusion that it has taken place” – George Bernard Shaw.

Crisis communication isn’t about polished wording – it’s about leadership under pressure and clear answers to difficult questions. Clarity, speed and trust make all the difference when your organisation faces a disruptive or high-stakes situation. Here’s how to systematically build crisis communication capability that works when it matters.

1. Start where most fail: the basics

Before you think about press releases, social media or spokespersons, you need structure:

A designated communication function. Who has the mandate to set communicative strategy and objectives formulate messages, coordinate internal and external communication and monitor response trends? This must be clear to everyone.
Defined communication channels. What is the primary channel to reach staff, customers, media and stakeholders – what will the secondary channels be if the primary (email or Teams etc) is down?
Stakeholder mapping. Who needs to be informed, influenced, reassured or activated – and in what order?
Contact lists in multiple formats. Cloud storage is not enough. You need backup – digital and physical, which is accessible under stress.

This is your foundation. Without it, even basic communication will be slow, fragmented or non-existent in a crisis.

2. Turn function into capability

Having the basics in place isn’t enough. You need people who are trained, equipped and ready to act:

Train your spokespersons. Clear, confident communication under pressure is a skill. It must be practiced. Take care to select the most appropriate spokesperson for the audience, message and situation.
Prepare message templates. Draft key messages for your top risk scenarios – cyberattacks, supply chain disruption, leadership issues, data breaches. You won’t have time to start from scratch.
Define roles. Who collects information? Who approves messages? Who speaks to whom – and when?
Plan for external support. Do you have access to legal, communications or industry specialists who can step in if needed? Who approves this, including any expenditure?

You don’t rise to the occasion – you fall back on your training. Repetition beats improvisation.

3. Think strategically – use communication to steer

Once the groundwork and training are in place, communication becomes a leadership tool:

Link every message to a clear objective. Are you trying to calm, instruct, reassure or inform?
Have a communication strategy. It should cover activation, crisis management and post-crisis recovery – aligned with your organisation’s goals, values and positioning.
Synchronise internal and external messaging. What your CEO says internally must match what goes out publicly. Neglecting internal communication can cause further issues.

At this level, communication isn’t reactive. It shapes how the crisis unfolds – and how your response is judged.

4. Own the agenda – not just the message

The highest level of capability is not just about getting your message across. It’s about defining the narrative:

Your reputation is already built. Stakeholders know what you stand for. Your crisis response confirms it and may even provide an opportunity to positively reinforce it.
Others amplify your message. Journalists, partners and customers share your position – because it’s consistent and credible.
You’re predictable in the best way. This is ‘pre-established trust’: people know what you’ll say – and believe it.

This is not ‘spin’. It’s the product of years of consistency and integrity – in action, not just words.

Common pitfalls – and how to avoid them

Many organisations fail not due to lack of ambition, but lack of preparation. Here are three risks to manage:

Silence. Waiting for ‘the full picture’ delays response – and creates a vacuum others will fill.
Over-centralisation. Crisis communication is not just a job for the comms team. It requires leadership and cross-functional ownership.
Untested tools. A platform or plan that no one has used in real conditions will likely not work under pressure.

These are fixable – but only if you act before the crisis hits.

Final word: from silence to leadership

Crisis communication is not what you do during the crisis – it’s the capability you build before it. What matters is not how well you write a statement, but how well you prepare your organisation to lead with clarity and speed.

Start where you are. Build the structures. Train the people. And when the time comes – act with purpose, confidence and consistency.

Want to assess your crisis capabilities – for free?

With the ‘Freemium’ version of Murphy’s digital crisis management platform you get direct access to The Crisis Framework (TCF) – our structured self-assessment tool for crisis preparedness.

You can:

Map your current strengths and gaps across TCF’s five pillars: People, Organisation, Plans, Tools and Communication
Overcome the overwhelm with a clear baseline and a roadmap showing exactly what needs to be improved and where to start
Start building resilience with guided resources, training and insights – directly in the platform