Most organizational crises do not start suddenly; they are preceded by overlooked warning signs, insufficient explanation of management's actions, or a discrepancy between statements and reality. Gregg Feistman, Professor of PR at the Klein College of Media and Communication at Temple University, points out that the key to successful crisis communication is prevention implemented during times of calm. Feistman likens crisis preparedness to healthcare that aims to prevent the onset of illness.
“Think of immunization as a vaccine. You take preventative measures – you exercise, you don’t smoke, you eat healthy. You’re immunizing your system against potential maladies,” Feistman states.
The foundation of prevention, according to him, is active listening. Communicators must monitor warning signs, such as repeated customer complaints, employee frustration after layoffs or AI implementation, and critical journalists' inquiries. If a pattern of problems is identified early, leadership gains space to adjust strategy or explain their actions before the situation escalates. Most crises, according to Feistman, do not emerge overnight but build up over time.
A key factor is the involvement of communication experts in decision-making processes from the outset. They should be in the room before definitive decisions are made, not just when a wave of backlash begins to spread. The communicator's role is to identify risks, analyze possible misunderstandings, and check whether planned steps align with the company's stated values. They should help leaders anticipate the consequences of their actions.
Long-term reputation building also plays a crucial role; it cannot be seen as a separate component activated only during problems. Reputation is formed by daily interactions with customers, employees, and suppliers. A strong reputation acts as a cushion, giving the organization a greater chance of recovering after a mistake. If a company claims that people are its most important asset, it must prove it in a crisis through its actions, not just words.
Artificial intelligence (AI) presents a new challenge in crisis management. Feistman warns that without human oversight, decisions made by AI can quickly lead to reputational damage. Organizations often focus on tools but lack strategic thinking about why they use AI and what its limits are. Questions of ethics, accuracy, and transparency in AI use should be a firm part of crisis planning.
“We know AI can get you into trouble very quickly if you’re not careful and you lack human oversight. Things happen, we all understand that. But organizations are under scrutiny – it matters how you handled the situation and whether you were able to rebuild or even strengthen relationships because of it,” Feistman concludes.