Crisis communications planning is a business must-have, not a nice-to-have.

When a crisis strikes, every minute matters. The decisions an organisation makes in the immediate aftermath and how it communicates expose how prepared it was for such an event in the first place. These decisions can have lasting consequences for an organisation’s relationships and reputation and can strike at its financial security. When we witness crises unfold, we see a ‘live’ reminder of the importance of being prepared.

On 6 November, several Irish media organisations, including RTÉ, the Irish Independent and Bauer Media, were forced to evacuate their premises following bomb threats. It was a seminal moment in media history, and a frightening situation for all those caught up in the ensuing events. At RTÉ, live broadcasting was interrupted as staff evacuated its Donnybrook campus. Yet the broadcaster was, relatively quickly, able to restore live radio output through alternative arrangements, including its mobile broadcasting facilities and regional studios. 

It was a striking example of business continuity and preparedness in action. While the details of RTÉ’s internal crisis management processes are not officially known, its ability to adapt demonstrates an important principle: the organisations best placed to respond to a crisis are those that have considered what could go wrong before it happens. 

As well as the immediate implications of on-air broadcasting and reporting being curtailed, media organisations affected had to think about everything from the safety threat to their staff and families (including children at the creche on site at RTÉ ‘s Donnybrook home), to decisions made on whether to evacuate sites or not, paid-for advertisements not running at scheduled times, interviewees not being able to make it on-air and the threat of print deadlines not being met.

For organisations of every size, these events raise an important question: are you prepared for the unexpected?

Effective crisis communications

At Springboard Communications, we know that while no two situations are the same, the challenges are often similar. For crisis communications, they include media and political scrutiny, pressure to respond quickly, competing stakeholder expectations and a scramble to determine the facts. 

An effective crisis communications plan establishes who communicates, what information needs to be shared and how different audiences will be reached. Crucially, it must sit alongside wider crisis management and business continuity arrangements. An organisation may have the operational capability to respond to an incident, but without clear communications, confusion and misinformation can compound the disruption. 

Internal and external communications: A challenge on both fronts

Employees are often among those most directly affected by a crisis, yet internal communications can sometimes be overlooked as organisations focus on operational issues and external scrutiny. 

If employees are required to evacuate a workplace, do they know where to go, who will update them or how they will receive information if normal systems are unavailable? These questions need answers long before a crisis occurs. Effective internal communications ensure employees receive timely, accurate information and that managers are equipped to support their teams. They can ensure operations resume quickly, rather than for a prolonged period with the financial ramifications that entails.

Externally, the demands can be equally challenging. Journalists may seek comment, customers want immediate reassurance and stakeholders need to understand how an incident affects them. This requires clear procedures for verifying information, approving statements, managing media enquiries and communicating consistently across digital channels.

Effective crisis communications isn’t about having all the answers. It is about communicating with clarity, transparency, and empathy, even when information is incomplete. 

A crisis communications document sitting on a shared drive is of limited value if the people responsible for implementing it have never tested the procedures. Clearly defined responsibilities, established processes and confident leadership communications are essential. 

Plans must also be regularly reviewed. Organisations evolve, leadership teams change and new risks emerge. A crisis communications plan is only effective if the people responsible for delivering it know what to do when it matters most. 

Communications must have a seat at the crisis management table 

Working alongside senior leadership, HR, legal, security and operational teams, experienced communications advisers help anticipate stakeholder concerns, assess reputational implications and ensure decisions are communicated effectively. At Springboard, we have seen the value of this integrated approach when supporting clients through complex and sensitive challenges. 

As Susie Horgan, Founder and Managing Director of Springboard Communications, explains, “A crisis is not the time to start thinking about how you communicate. Organisations need to know who is making decisions, who needs to be informed and how they will communicate when normal operations are disrupted. Communications must be part of the crisis management team from the outset, not brought in when a statement is needed.” 

At Springboard, we advise organisations on how to ready themselves for a crisis, so that if it happens, they have the confidence to use their crisis planning protocols, their people and their processes to communicate with clarity and consistency.

Building resilience before, during and after a crisis

We understand that effective crisis communications require a deep understanding of an organisation, its stakeholders, its potential vulnerabilities, and the challenges its leadership may face. 

Every day, we help organisations identify reputational risks, develop practical communications strategies, prepare spokespeople, and establish effective response procedures. When a crisis occurs, we become an extension of our clients’ teams, providing strategic counsel, managing media and stakeholder engagement, and supporting leadership teams as situations develop. 

Our role is not simply to respond to an incident but to help organisations make informed decisions, communicate with confidence, protect the relationships and trust they have worked hard to build. 

That is why establishing these relationships before a crisis occurs is so important.

The time to prepare is now. 

For leaders, the questions are straightforward: Is our crisis communications plan up to date? Has it been tested? Do our people know their responsibilities? And do we have the right communications expertise involved from the outset? A communications plan is not a nice-to-have. It is a must-have. 

Is your organisation crisis ready? Contact our team including directors Tom Fitzpatrick and Sarah Horgan to discuss your crisis communications preparedness. Alternatively, contact us via email: hello@springboardcommunications.ie