In a crisis, every word counts. For over 20 years, I’ve advised boards through financial collapses, regulatory investigations, equality law breaches, and major restructurings. From the 79th Group collapse to FCA inquiries, I’ve learned that the first 24 hours can set the narrative for the entire crisis response. In that window, you either earn trust or cede control of the story. Controlling the narrative on that critical first day is not a luxury. It is an operational necessity.
The reality is that the media, customers and even competitors are already reacting within hours. If your organisation stays silent, it often reads as confusion, denial, or incompetence. Conversely, a rapid, factual acknowledgement signals control and begins to stabilise perceptions.
Employees feel this too. In the 79th Group collapse, a company I was part of, internal fear grew long before leadership spoke. Staff are looking for three things: control, honesty, and unity. We learned the hard way that once internal trust fractures, the crisis becomes twice as hard to contain externally. People don’t expect perfection; they expect leaders to stop pretending everything is fine and to communicate clearly.
In practice, the board and executive team must agree one clear message and a course of action immediately. The board’s role in the first 24 hours is singular and critical: to set a clear course of action and ensure it is executed without delay or contradiction. In short, the CEO or designated spokesperson should address staff and stakeholders first with calm honesty, and then go to regulators or the media. Mixed messages are deadly. When legal counsel wants silence but PR wants a statement, fragmentation risks creating a vacuum that others will fill. The result is confusion, both internally and externally.
Do: Deliver Prompt, Unified Messages
The minute a crisis breaks, tell the truth you know so far. Start with something like:
“We are aware of an incident, and our priority is to assess it fully. We will keep you updated as we have facts.”
Own it. Say what you know, what you don’t, and what steps are underway. This reassures all constituencies.
In practice, companies that control the narrative in the first day do five things consistently:
- Acknowledge the issue immediately, even if not all details are in. Delay only fuels speculation.
- Assign one spokesperson, usually the CEO or a senior leader, to speak for the company. This avoids contradictory leaks.
- Stick to confirmed facts and your core message. Every statement should be based on what is known today, to avoid later retractions.
- Unify all advice into one plan. Legal, operational and PR teams should agree on wording and timing.
- Engage employees and key stakeholders first. Share an honest update internally before the media. Employees often hear rumours and want leaders to stop pretending everything is fine and take control. They need facts, reassurance and a sense of direction.
Use a calm, values-led tone. Even under pressure, concise empathy works. Acknowledge impact or concern, apologise where appropriate, then outline action.
After an equality law breach at a client, we issued a values-driven apology that protected brand integrity. Similarly, when an FCA or regulatory inquiry hits, a swift, cooperative statement is vital. A timely acknowledgement that the organisation is aware of the inquiry and cooperating fully can stop damaging rumours.
In every case, whether the media are involved or it’s an internal operational failure, repeating the same key points is crucial. Deliver them consistently to staff, customers, media, regulators and social channels.
Don’t: Delay, Deny or Drift
Silence or evasiveness is dangerous in the early hours. Don’t think you can wait for a perfect plan; regulators and the press won’t wait. A deferral such as “no comment” may come off as hiding something.
Never blame prematurely. In a crisis, the goal is stabilisation, not finger-pointing.
Above all, don’t send mixed messages. If the PR lead, CFO and head of operations all speak separately, your response will fracture and create a vacuum others will fill. Do not let the board juggle advice from siloed legal, finance and communications teams.
Internal vs External Communication
Think of this in two parts.
Internally
Honesty and reassurance are key. Employees want clarity that leadership is in charge. During a recent redundancy programme, I worked closely with HR and leadership to craft clear, empathetic messages that reduced anxiety and speculation.
Externally
lead with facts and a commitment to resolution. In some cases, a brief press statement or social post acknowledging concern and outlining next steps is enough.
The exact wording varies by situation. A financial services client facing regulatory scrutiny focused on stability and compliance, while a retailer dealing with a data breach focused on customer security. The principles remain the same.
Don’t lie or exaggerate. Regulators do fact-check. And don’t evade the media. Transparent engagement can often protect reputation rather than damage it.
Brand Reputation Is Being Shaped in Real Time
You are not just managing the immediate issue. You are protecting the long-term brand.
In a crisis, reactive storytelling can become your identity. I’ve seen companies collapse not because the triggering event was fatal, but because they failed to control the story.
Be mindful of tone. Avoid defensiveness or false reassurance at all costs. Reinforce values instead. When stakeholders hear a single, coherent message that balances facts, action and intent, trust is preserved.
Dos: What to Say
- Be prompt and factual
- Show unity
- Express empathy or concern
- Commit to updates
- Protect values
- Communicate to all audiences, not just the media
Don’ts: What Not to Say
- “No comment” or stonewalling
- Speculation or unverified claims
- Mixed or conflicting messages
- Legalistic deflection
- Self-promotion
- Minimising the problem
Always remember this
Above all, remember this: integrated, senior-led action is key. Crisis communication must be aligned with legal, financial and operational reality. Every announcement must be backed by real action.
The bottom line is simple. In a crisis, the clock is ticking. Acting with clarity, speed and consistency will stabilise the situation. What you say, and what you don’t say, in those early hours can be the difference between containing a setback and suffering a brand catastrophe.
Who’s behind this post?
Simon Larkin
Director & Co-Founder
Simon Larkin is a Fellow of the Chartered Institute of Marketing and a Chartered Marketer. As Co-Founder of Arx Nova, he brings over 20 years of experience in crisis communications and marketing. Simon works with leadership teams to manage reputational risk, control the narrative, and restore stakeholder confidence during periods of uncertainty.
