When a crisis arises, whether internal or external, the way the company manages communication can determine the outcome.

It is essential to understand that a crisis, when it occurs, often creates a feeling of disorientation, even panic, among employees. The latter, faced with uncertainty, can feel destabilized, even betrayed by their organization. This is where we measure the importance of a well-prepared crisis communications unit. Not only must she intervene quickly, but she must also calm and reassure while managing the situation effectively.

The role of the manager is then crucial. He must not only embody leadership but also demonstrate total transparency in his communication. If employees perceive that the crisis is being minimized or, worse, ignored, the trust they place in their management is weakened. This loss of trust can have disastrous consequences, not only for the resolution of the crisis but also for long-term company culture.
This is why preparation in advance is crucial. A crisis unit is not formed at the last moment. She prepares, trains, and trains in calm weather. The CEO, surrounded by his main collaborators (Codir, legal teams, HR managers, and communication experts), must clearly define the roles of each person. Who is speaking? Who writes? Who validates the messages? All these questions must be answered well before the crisis looms on the horizon.

It is generally built around four teams:

A monitoring team that reports all the information, news, and rumors from the media, social networks, and word of mouth and offers analyzes to the strategic team.

A strategic management team will decipher the information provided and provide the management team with its options and challenges.

An operational management team that implements the choices made by management.

A communications team that relays messages ensures they are understood and organizes speaking engagements.

This team must also ensure that all communication channels are ready to be activated at a moment's notice: press releases, social networks, internal emails, and press briefings. Each tool must be mastered and used in a coordinated manner to avoid any cacophony.

Finally, the leader must set an example through his presence and commitment. He must make himself available, both to his colleagues and externally, thus demonstrating that the situation is under control. By actively participating in crisis meetings and personally validating key messages, he gives his team the legitimacy necessary to act with confidence and serenity.

The ultimate goal is to turn a potentially destructive situation into an opportunity. A well-managed crisis can become a real lever for growth, strengthening internal cohesion and the trust of external stakeholders. However, this is only possible if the crisis communications unit is ready, effective, and supported at the highest level.

When a crisis arises, whether internal or external, the way the company manages communication can determine the outcome.