Crisis communication
Reputation is everything as they say. It influences funding, audience loyalty, repeat or first time visits and crucial stakeholder support. But what happens when the unexpected strikes? A funding cut announcement, a controversial exhibition, negative press or a social media storm can escalate quickly, threatening the stability and perception of your organisation.
Effective crisis communication is about controlling the narrative and the broader situation and is a core leadership competency that both protects your brand and maintains trust. This guide will provide you with a practical framework for preparing for and navigating a crisis. We’ll outline a clear strategy to ensure your communication is timely and transparent, reinforcing the connection you have with your community.
In her article “Crisis Communication in 2025: Less Control, More Courage,” Marion Clavière, Strategic comms expert, argues that crisis communication has entered a new era where traditional narrative control must also truly embody transparency, speed and genuine commitment if they are to respond credibly and retain stakeholder trust.
Before the storm: build your crisis framework
The best time to plan for a crisis is long before it happens. Proactive preparation allows you to respond with a clear head rather than reacting in a panic. A robust framework is the foundation of effective change management and organisational resilience.
Step 1: Identify your crisis team
When a crisis hits, you need to know immediately who is responsible for what. Nominate a small, core crisis team. This group typically includes:
Leadership: The Director or CEO, who has the final say.
Communication Lead: Your Head of Comms or Marketing, responsible for executing the strategy as well as crafting and delivering the message.
Operational Lead: Someone who understands the practical implications of the crisis (e.g., a Head of Visitor Experience or Production).
Ensure everyone understands their roles and has the authority to act swiftly. This team will manage the flow of information and ensure a consistent message.
Step 2: Training
Good media training will set you up for the best possible outcome. This training is for anyone involved in potential crisis situations, even if they are not the designated spokesperson.
Specialist media trainers will ensure you’re prepped for all scenarios and that your messaging and goals are aligned with your brand. It’s a valuable investment and should be run annually in an ideal world to ensure that training is timely and relevant. This is a chance to test your framework and crisis pathways to spot any gaps before a crisis hits.
Your crisis plan or framework should be updated annually too. As it says in this Forbes article “if your crisis communication playbook hasn’t been rewritten in the last 18 months, it’s already outdated.”
Step 3: Know your stakeholders
Effective stakeholder engagement is critical. Who needs to hear from you, what do they need to know and in what order? Map your stakeholders into priority tiers.
Internal: Staff, volunteers, board members. They should always hear news from you first.
Primary external: Funders (e.g., Arts Council England), major donors, key artistic partners.
Secondary external: Your audience, members, local community, press.
Wider community: Social media followers, local government, sector peers.
Understanding this hierarchy prevents you from alienating your closest supporters by letting them hear bad news from the media first.
Step 4: Craft your core messages
Whilst you can’t predict every scenario, you can prepare core messaging rooted in your organisation’s values and branding. What do you stand for? What is your mission? This insight forms the bedrock of your response. Prepare holding statements that can be adapted quickly. For example: "We are aware of the situation and are currently gathering all the facts. Our commitment to our community remains our priority. We will provide a further update by [Time/Date]." This shows you are in control, even when you don’t have all the answers.
Weathering the storm: immediate actions in a crisis
When a crisis unfolds, your framework is put to the test. Your goal is to take control of the narrative with calm authority. Follow these five steps for an effective initial response.
Acknowledge swiftly, act decisively: Silence creates a vacuum that will be filled by speculation. Acknowledge the issue quickly on your primary channels (e.g., intranet, social media, website homepage), even if it's just to say you're looking into it.
Gather the facts, not speculation: Convene your crisis team to establish the verified facts. Resist the urge to comment on rumours. Your communication must be based on accurate, confirmed information.
Activate your spokesperson: All communication should come from a single, designated spokesperson. This ensures consistency and prevents mixed messages that can damage your branding and credibility.
Communicate internally first: Your team is your biggest asset and advocate. Inform them of the situation and the company's position before you go public. This is a crucial element of compassionate leadership and effective change management.
Monitor and adapt: The media and social media landscape is a 24/7 environment. Monitor mentions of your organisation, listen to the conversation, and be prepared to adapt your strategy. Evaluation of the public mood is essential.
Common pitfalls
Even well-intentioned organisations can make missteps. Being aware of common mistakes is the first step to avoiding them.
The "No Comment" trap: This is often interpreted as an admission of guilt or a sign that you are hiding something. It’s better to say what you can say, even if it's limited.
Forgetting your internal team: A crisis can be unsettling for staff. Leaving them in the dark breeds uncertainty and kills morale. Never let them hear about a crisis before it hits the public domain if you can avoid it.
Inconsistent messaging: When different departments say different things, it signals chaos and undermines your entire marketing and communication strategy.
Arguing on social media: Never get into public arguments. Respond politely, take conversations offline where necessary, and stick to your core message.
Conclusion: From crisis to connection
A crisis, while challenging, does not have to define your organisation. With a thoughtful strategy and properly trained crisis teams it can be an opportunity to demonstrate your values and build a deeper connection with your community. By preparing a framework and communicating with transparency, you can navigate turbulence and emerge more resilient. This forward-thinking approach is the essence of sustainable leadership in the arts and culture sector across the UK.