Become the Leader Podcast

Episode 30: Crisis Communication

Episode Summary

When a crisis hits, the event itself rarely determines an organization’s future—its response does. In this episode, Jody Holland is joined by Renae Holland, who specialized in crisis communication during her master’s studies, and Meghan Slaughter, whose journalism background brings a media perspective to the discussion. Together they explore how organizations can prepare before disaster strikes, communicate with honesty during uncertainty, and emerge with stronger trust rather than a damaged reputation. Drawing from research by Matthew Seeger and Timothy Sellnow, along with real-world examples like the Tylenol poisoning crisis, the Maui wildfires, COVID-19, and consumer product safety, the conversation provides practical guidance for leaders who want to protect both people and organizational credibility.

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Key Takeaways

1. Crisis communication begins long before a crisis.

The organizations that perform best during difficult moments have already established a communication plan, assigned responsibilities, and built trust with stakeholders before anything goes wrong. 

2. Speed matters—but accuracy matters more.

Getting information out quickly is important, but rushing incomplete or unverified information damages credibility. Leaders should communicate what is known, acknowledge what is still unknown, and commit to regular updates. 

3. Transparency builds trust.

Saying “no comment” often creates suspicion. Honest, open communication—even when all the answers aren’t available—helps preserve confidence among employees, customers, and the public.

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4. Your employees are your first audience.

Before the media, customers, or investors evaluate your response, your employees are watching. Internal communication should happen first whenever possible to prevent rumors and uncertainty from spreading.

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5. Empathy is as important as information.

Facts matter, but people also need reassurance that the organization genuinely cares about those affected. Compassion and transparency together create stronger public support during difficult times.

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6. Reputation is built before the crisis.

Research referenced in the episode describes creating a “reservoir of goodwill.” Organizations with a history of integrity and strong stakeholder relationships are more likely to receive grace when unexpected problems occur.

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7. Every organization needs a designated crisis communicator.

The CEO shouldn’t have to manage every communication personally. Organizations benefit from assigning someone responsible for gathering information, coordinating messaging, and serving as the communication hub during emergencies.

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8. Consumers have become more skeptical.

Today’s audiences expect honesty rather than “spin.” Attempts to manipulate the narrative often create greater long-term damage than simply acknowledging uncertainty and communicating openly.

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9. Great organizations learn from everyone else’s mistakes.

Whether it’s Tylenol introducing tamper-resistant packaging or ice cream companies adding safety seals after viral contamination videos, smart organizations adapt before they’re forced to.

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10. A crisis reveals whether your values are genuine.

Mission statements and core values are tested when responding becomes expensive or difficult. The public quickly recognizes whether an organization truly lives its stated values.

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Featured Examples Discussed

• COVID-19 and the communication challenges of responding to an unprecedented global crisis.
• Maui Wildfires and the role of empathy, social media, and coordinated communication.
• Tylenol Crisis (1982) as the gold standard for protecting customers first and rebuilding trust through action. 
• Ben & Jerry’s safety seal response following viral ice cream tampering incidents as an example of learning from another organization’s crisis.

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Quotable Moments

“It really isn’t the crisis that kills the company. It’s the way they handle the crisis.”

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“Get accurate information out—not just quick information.”

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“At this point, this is what we know.”

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“Your first audience that’s judging you is actually your employees.”

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“When we find out we’ve been deceived, we’re done.”

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“Emotion clouds logic.”

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“We love our consumers more than we love money.” (Describing Johnson & Johnson’s Tylenol response.)

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“A crisis is either going to be a reputation builder or a reputation destroyer.”

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“You’re going to either prove or disprove your values based on how you handle when things don’t go the right way.”

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Leadership Challenge

Before the next crisis arrives, ask yourself:

• Does our organization have a written crisis communication plan?
• Who owns communication when something goes wrong?
• Are our employees the first to hear important news?
• Would our response demonstrate our stated values?
• Are we building trust today that will sustain us tomorrow?

Preparation doesn’t eliminate crises—but it determines whether they become defining failures or defining leadership moments.

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