Crisis Communications
Hard-earned credibility, reputation and market position can be lost quickly if crisis management and communications fail. Crisis communications is vital for any company: it lets you address an issue fast in order to protect your brand's reputation, your business and, ultimately, its existence.
Know what to do before you need to
A crisis communication plan gives your team a shared way to respond when something unexpected happens. Preparing it beforehand means you have time to think through your approach and practice communicating it.
Be prepared for anything
Pre-planning for crisis situations prepares you to respond efficiently, minimizing financial and reputational damage.
Protect and maintain trust
Protect public trust and mitigate business and reputational risks among customers, talent, and investors.
Build resilience
Strengthen your organization's ability to withstand and recover from crisis situations.
How we can help
Company-wide crisis communications planning
We help you create a crisis communication plan for your organisation, so your team has a clear starting point if an issue arises.
Plans for specific situations
If there’s a particular situation you need to prepare for, we help you plan the communications around it.
Messaging and Q&As
We work with you on the messages you need to communicate and prepare answers to questions you may face.
Media trainings
We help your spokespeople practise explaining the situation and responding to difficult questions from journalists.
Media monitoring and insights
We follow relevant media coverage and help you understand how the situation is being discussed.
Get comfortable talking to the media
Media training helps your spokespeople prepare for interviews and practice answering difficult questions. You can also book it separately with us. Find out more on our Media Trainings page.
Does your team know what to do?
Let’s work out how you’ll communicate if something unexpected happens. We’ll discuss what your team needs and agree on the scope and pricing.
