Crisis Communication Plan

Just saw Target CEO Brian Cornell's all-staff email addressing company challenges. As someone who's spent years advising execs on crisis comms, I just have one question: What was the point? He admits "silence from us has created uncertainty" (correctly identifying the problem) but then immediately creates more uncertainty (by not actually articulating a solution to said problem). Instead of explaining WHY leadership went silent during critical company challenges or what they were deliberating behind closed doors, he skips straight to vague reassurances. In my opinion, this is a pretty fundamental communications failure because transparency without context is just another form of opacity. The email positions Target as a passive victim ("things are happening TO us") rather than an active decision-maker ("we made choices that had consequences"). Consider: > Target has had 11 straight weeks of declining foot traffic > They've rolled back DEI initiatives, triggering boycotts > They've been hit with significant tariff impacts Yet NONE of these are directly addressed in the email. Instead, 40,000 employees get a nothing-burger email with vague references to values being "non-negotiable" and products being "second to none" (while customers are literally shopping elsewhere). Here's what probably happened: Someone in the C-suite said "We need to say SOMETHING!" and this vague, purpose-free email was the result. The perfect example of what happens when the goal is "send an email" instead of "solve a problem." If I were advising you Brian, here's what I would have told you: 1. Get specific. Name the actual issues (DEI rollbacks, declining sales, tariffs, declining consumer confidence) directly instead of vague references to "headlines and social media." 2. Own your decisions. Say "we made this choice because..." not "things are happening around us." 3. Skip the robot speak. "Our values are non-negotiable. Period." sounds defensive, it does not confident. 4. Share a real plan. Not just "you'll hear from us more" but exactly how and when. What's on the roadmap? Is there a roadmap? 5. Keep it simple. An email written by a patchwork of people and lawyers and IR teams will never sound authentic or clear. What would you have told Brian in this scenario?

How do you prevent mayhem when crises occur that affect you and your team? Bridges collapse. Criminals mow down innocent victims. CEOs have heart attacks. Contagious diseases spread. Layoffs happen. Such crises create havoc as misinformation and fear run rampant through an organization or team. So what’s your part in calming the hysteria among your team? Communication. Communication that’s current, consistent, and complete. When I’ve consulted on handling crisis communication previously, I often get this question from bosses: “But how can I tell people what’s going on when we haven’t yet investigated and don’t have the facts?” That’s never an excuse for delayed communication. Be mindful that when people don’t have the facts, they tend to make them up. In a communication void, people pass on what they think, fear, or imagine. Noise. Keep these communication tips in mind to be part of the solution, not the noise: ▶ Tell what you know as soon as you know it. ▶ State what information you don’t have and tell people what you’re investigating. ▶ Stifle the urge to comment on/add to rumors, fears, guesses. ▶ Communicate concern specifically to those directly affected. ▶ Offer tangible support when you can (time, money, acts of kindness). ▶ Communicate kudos to those working behind the scenes. Accurate, speedy communication creates relationships and cultures that build trust and encourage loyalty. Have you been affected by a crisis? Was it handled well or poorly? Outlandish rumors that circulated? #CrisisCommunication #LeadershipCommunication #BusinessCommunication #ProfessionalCommunication #DiannaBooher #BooherResearch

Leading a team of 500+ taught me a lot about communication — especially in times of crisis. Here are five key lessons I’ve learned: 1. Communicate Early: Carry people along as things evolve. People should hear from you early in the game, before all hell breaks loose. Send that email, call that meeting, announce the changes, transitions, new strategies, or new directions as soon as you can. Trust is built when your team hears from you first, not through the grapevine. It’s not just about saying it — it’s about saying it as soon as you can. 2. Communicate Openly: Your team should feel free to remark, respond, or react to what you share without fear of punishment or being marked. This creates a psychologically safe environment where people don’t have to walk on eggshells around you. It’s an organization, not a dictatorship — people’s voices should never be stifled or silenced, covertly or overtly. 3. Communicate Completely: Don’t leave loose ends or unspoken assumptions. Address direct and indirect questions as much as possible at the time. If something can’t be discussed, say so. Don’t gloss over key details or shy away from touchy topics. Complete communication bonds a team and unites everyone around the leader — especially when they hear it directly from you. As much as you can, leave no stone unturned. 4. Communicate Clearly: There should be no ambiguity. Some team members shouldn’t hear one thing and others another. This is where Q&A sessions and checking for understanding become crucial. Think through what you want to say and ensure it’s plain, simple, and leaves no room for wrong assumptions or misconceptions. A strong leader speaks clearly, so nobody misunderstands, and everyone is on the same page. 5. Communicate Consistently— Communication is the cornerstone of successful organizations. The more your team hears from you, the stronger and more connected they become. Reach out regularly and create accessible platforms for open dialogue, ensuring your team feels informed and heard. Communicating effectively is non-negotiable, and leaders who master it go far. What would you add to the list? Drop your thoughts in the comments! Have a superlative week! #LeadershipLessons #CommunicationMatters #CrisisLeadership #TeamManagement #LeadershipDevelopment #EffectiveCommunication #LeadingTeams #WorkplaceCulture #TransparentLeadership #CrisisCommunication #LeadershipTips #Teamwork #GrowthMindset #LeadershipSkills #InspirationForLeaders

This isn't another post about the improprieties and lack of ethics demonstrated publicly on Jumbotron this week by Astronomer execs. This is about what I hope happens next internally, on behalf of Astronomer employees.   Today at Astronomer, I hope that an open letter is being sent out to all employees that strikes a tone of transparency and empathy.   The key messages should be: 1 - Trust has been broken 2 - Here is what is being done now 3 - Express genuine understanding for the impact this has on work and culture 4 - Clearly call out that any questions and support needs be directed to so and so rather than aired publicly   Then, after that is sent, I hope that Astronomer continues to maintain open communication and updates out to their employees about:   → Any internal investigations (to the extent that it can be shared); →Updates to reporting structures and other resolutions whether temporary or permanent; → Overall impact on work.   Additionally, I hope that Astronomer is monitoring employee sentiment on internal channels like Slack or Teams as well as externally like here on LinkedIn, on Glassdoor, etc.   This monitoring shouldn't be done to shut it down but to seek to listen to understand concerns and impact on morale and #employeeengagement. And to do something about what they hear.   Internal crises happen. How we respond and maintain trust during those times of crises says more about your #culture than how you are during the good times. #iamtalentcentric

3 things your team needs to hear in a crisis: When uncertainty hits, don’t wait until you have all the facts to speak up. Instead, communicate early and hit these 3 points: 1. "Here’s what’s happening." Be honest. Even if the message is “we’re still figuring it out,” it builds trust. 2. "Here’s what we’re doing about it." Share the actions being taken, the principles guiding decisions, and what comes next. 3. "Here’s what we need from you." Give people purpose. Invite them into the process. Show them their role in the path forward. This simple framework provides what your team needs most: Clarity. Consistency. Connection. Don’t overthink it. Say what you know. Say what you’re doing. Say what you need. That’s great leadership in uncertain times. For more, check out my latest YouTube video (link in the comments)

The gossip. The rumors. The speculation. The break room chatter. Low voices. Little whispers. Small groups. Has this happened where you work? When Communication Goes Silent, Negativity Speaks Loudest In many workplaces, when clear, honest communication is missing, a dangerous void forms. Employees fill that space with rumors, gossip, and negativity. This creates confusion, mistrust, and erodes team morale. Why does this happen? People naturally want information. When leaders don’t provide it, the story fills in the blanks—often with the worst-case scenario. Leaders, here’s a 5-point plan to prevent communication breakdown and keep negativity at bay: 1️⃣ Be Proactive & Transparent: Share information regularly, even if it’s “just an update.” Transparency builds trust and reduces speculation. 2️⃣ Create Open Channels: Encourage two-way communication where employees feel safe to ask questions and express concerns. 3️⃣ Address Issues Head-On: Don’t let problems fester. Tackle rumors quickly by clarifying facts before misinformation spreads. 4️⃣ Model Positive Communication: Leaders set the tone. Speak constructively and acknowledge efforts, reinforcing a culture of respect. 5️⃣ Engage Your Team Frequently: Check in often, not just during crises. Genuine connection reduces anxiety and the need for “filling the gaps.” When communication is clear, honest, and ongoing, negativity loses its power—and teams thrive. The whispers are not as often. The breakroom chatter is less. The rumors slow down, etc.

🌟 Lessons Learned from the Daily Harvest Crisis 🌟 Last year, Daily Harvest, (company with a valuation of $1.1 billion in 2021), found itself in a major crisis. The company launched a new product, the French Lentil + Leek Crumbles (sounds delicious?). Soon customers started complaining they were getting sick, both on social media and to company support. Despite the complaints, Daily Harvest was slow to respond, with customers feeling dismissed when the company suggested that their health issues might be due to improper preparation of the product. The company offered a $10 credit and sent customers a survey asking "how long did you cook the product". More than 140 people were hospitalized, and around 40 had to undergo gallbladder removals. The CEO resisted using the word "recall" on social media, and instead customers with pending orders were informed that their orders were canceled due to "high demand" and a temporary stockout. It was only after hiring a crisis management company that the company finally issued a recall. Now Daily Harvest is facing arbitration with customers (forced arbitration in their terms of service) and lawsuits from influencers who previously promoted the brand and received the product free (not subject to arbitration). They've had two rounds of layoffs and closed a retail location since. This is a great use case and a lesson in leadership and how to act in times of crisis. Some lessons I personally picked up Transparent Communication: Acting out of fear (of what might happen if it is your fault) and not facing issues head-on can be the downfall of a business. You have to be forthright with your customers first - and I believe if the CEO was transparent early on, the response from customers would be much more positive. Crisis Management - Every business must have a crisis management plan in place to handle unforeseen challenges. Especially if you're in a business more prone to issues coming up (toys/supplements/machinery/food). Taking Customer Complaints Seriously: Listen to customers, have empathy, and respond quickly. Downplaying customer concerns is not the way to build trust. The Daily Harvest crisis reminds us that even successful companies are not immune to challenges. We will never be able to avoid challenges, but how we show up makes all the difference if we rise to our next level, or we're not ready to get there.

I've been managing PR for the fastest-growing startups for over 12 years. 8 of the most valuable hacks we use for our clients (that you can use today): 𝗣𝗿𝗲𝗲𝗺𝗽𝘁𝗶𝘃𝗲 𝗖𝗿𝗶𝘀𝗶𝘀 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 • Regularly brainstorm potential brand vulnerabilities • Develop responsive strategies Mapping these out lets you act fast when challenges arise. Anticipation is your first line of defense. With it, you're not reactive. You're two steps ahead. 𝗣𝘂𝗹𝘀𝗲 𝗼𝗻 𝗣𝘂𝗯𝗹𝗶𝗰 𝗦𝗲𝗻𝘁𝗶𝗺𝗲𝗻𝘁 In today's digital world, perception shifts rapidly. Harness sentiment analysis tools to constantly monitor your brand's digital perception. The earlier you spot a shift, the quicker you can intervene. Real-time insights can save reputations. 𝗥𝗲𝗶𝗻𝗳𝗼𝗿𝗰𝗲𝗱 𝗦𝗽𝗼𝗸𝗲𝘀𝗽𝗲𝗿𝘀𝗼𝗻 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 A brand's voice can be its downfall or saving grace during crises. Train your founders, train your key staff. Implement media training focused on crisis communication. Prepared spokespeople control narratives — even in chaos. 𝗖𝗮𝗻𝗰𝗲𝗹 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗦𝗵𝗶𝗲𝗹𝗱𝗶𝗻𝗴 Society's sensitivities can change fast. Engage in social listening exercises to stay informed. • Understand the shifts • Identify potential pitfalls • Address areas of concern Don't fear cancel culture – move in harmony with societal changes. 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 Prioritize open, honest communication — especially during crises. • Admit errors and outline actionable steps • Release detailed, regular updates • Address rumors head-on Transparency fosters trust. It can mitigate potential backlash. 𝗖𝗿𝗶𝘀𝗶𝘀 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗲 𝗧𝗼𝗼𝗹𝗸𝗶𝘁 A PR Swiss Army Knife — your key to survival during crises. Maintain an updated set of: • Contacts • Pre-approved messages • Action plans for various scenarios When pressure mounts, this toolkit is your lifeline for well-executed crisis management. 𝗣𝗿𝗼𝗮𝗰𝘁𝗶𝘃𝗲 𝗔𝗽𝗼𝗹𝗼𝗴𝘆 𝗣𝗿𝗼𝘁𝗼𝗰𝗼𝗹𝘀 Mistakes happen. Design a framework for public apologies, ensuring they're: • Timely • Genuine • Appropriate A heartfelt apology can go a long way in damage control and brand rehabilitation. It elevates brand stature in the public eye. 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 & 𝗔𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻 After any PR challenge, conduct a thorough post-mortem analysis: • Understand the issue • Refine your strategies • Strengthen defenses Past challenges hold valuable lessons. Use them to navigate future threats. Don't drop the ball. Enjoyed this? You’ll love my newsletter where I talk about strategic communication, crisis management and public affairs: https://lnkd.in/g8MF5-6g

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

I can almost guarantee most leaders are underinvesting in internal communication. Your strategy is realized through execution but easily ruined with bad communication. Even if you can’t share every detail at every time, teams need information on three things: 1. Relevance (why this matters overall) 2. Urgency (how important this is relative to other things) 3. Context (how this affects me) And I don’t mean scripted corporate nothing-speak. I mean human communication that conveys a point of view, engages people in the outcome, and helps them feel seen and valued. Time and again I’ve seen perfectly smart initiatives fall totally flat because the communication about them is feeble and best and at its worst, non-existent. Even if people aren’t sure about the direction—hell, even if they outright disagree with it—clear communication is the currency of trust and action. Make the communication plan. It’s not an after thought, it’s the carrier for your ideas, plans and goals. You can’t afford to shortchange it if you want effective teams, energetic cultures, and an organization that can operate with speed.