A Guide to Crisis Communication

Acknowledge the Crisis

Hoping the issue will die down or that people will forget about it can backfire. “People know when they’re being handled,” said Brugler. “They want to get to the point: what happened and what’s being done about it.” Avoiding or downplaying the situation can damage trust and look like evasion. Whether it’s a product defect or a public relations issue, transparency is key. The goal is to inform stakeholders while demonstrating accountability.

Take Chipotle. In 2015, the company was linked to an E. coli outbreak that affected customers across multiple states. Chipotle immediately addressed the issue, closed affected locations and launched an investigation into the sources of contamination. CEO Steve Ells took full responsibility in interviews and public statements, reinforcing the company’s commitment to transparency.

Communicate Next Steps

Businesses must outline the actions they are taking clearly. “It’s not just about accepting responsibility; it’s about letting people know what’s being done to fix the problem,” Brugler explained.

Waiting until all information is available before making a statement is a common pitfall. Even if the first step is just gathering more details, that should be communicated. “Listing steps shows that you have a plan,” Brugler said. “In fact, the steps themselves matter less than simply stating that you are taking them.” To ensure messaging is clear, Brugler suggested drafting potential FAQs before making a public statement. “Put yourself in the shoes of employees, customers and the media. What would they ask? Address those concerns upfront.”

It’s also critical to set deadlines for updates and to follow through on them. “The worst thing you can do is promise an update and then fail to provide one,” Brugler warned. “Even if the update is just ‘We are still investigating,’ that’s better than silence.”

In Chipotle’s case, the company revamped its food safety protocols, hired experts and offered customers significant discounts to encourage return visits while keeping the public informed about all the steps being implemented.

Prepare for the Unpredictable

While no one can predict every crisis, businesses can identify potential risks in advance. Brugler suggests using a risk assessment matrix to categorize different types of crises:

low impact, low probability	minor issues like website glitches or pricing typos
low impact, high probability	common problems like sold-out inventory and customer complaints
high impact, low probability	serious but rare events like break-ins or high-value theft
high impact, high probability	major crises that demand immediate action like product recalls or a viral PR backlash

“Just start listing everything that could possibly go wrong,” Brugler advised. “You’ll be surprised how much you can prepare for in advance.”

Control the Message

Once a crisis occurs, businesses must decide how and where to communicate their responses. “Do you have a place to send people so you’re controlling the message?” Brugler asked. “Is it a statement on your website? Are you putting something out on your social channels? Are you sending an email to customers?” The key is to be proactive. If you don’t put out a message, someone else will fill the vacuum with their own version of events, he added. “Not saying something is also an action. You want to control the message in a way that aligns with who your company is and what you stand for.”

Close the Loop

Once the immediate storm has passed, it’s crucial to wrap up the communication effectively. “One mistake businesses make is leaving things open-ended,” Brugler said. “It’s OK to say, ‘we’ve managed this as best as we can, and we consider the matter closed,’ but you should still provide a way for customers or employees to ask follow-up questions.” Closing the loop reassures stakeholders that the issue has been handled while preventing lingering uncertainty.

Strengthen Relationships Post-Crisis

Once a crisis has been resolved, rebuild and strengthen relationships with customers, employees and other stakeholders. “People forgive mistakes but only when they see genuine effort and accountability,” Brugler said. “You have to show that you’re committed to making things right, not just in words but in actions.” This could include offering apologies, compensations or even special promotions for loyal customers affected by the crisis. It’s also important to maintain open lines of communication moving forward. A follow-up message detailing the improvements or changes made can reassure customers and ensure they feel valued.

Such steps enable businesses not only to rebuild trust but also to foster stronger connections with customers and partners. Brugler stated: “At the end of the day, people want proof that your values aren’t just words.”