The Moment That Changed the Room
It was just a simulation, but the tension was real. A senior executive stood before cameras during a crisis exercise, lights glaring, questions flying. “We don’t have all the facts yet, but here’s what we know,” she began. Within minutes, the team realized how every word, every pause, every misplaced phrase shaped public trust. The lesson was clear: in the pressure cooker of a crisis, communication isn’t an afterthought—it’s survival.
That training moment is one I’ve seen repeatedly across industries. Whether you’re in energy, healthcare, manufacturing, or government, the ability to communicate under pressure makes or breaks your organization’s resilience. Which brings us to the point: crisis communications training isn’t optional anymore.
Why Crisis Communications Matters Right Now
The stakes for getting communications wrong are higher than ever. In the past three years, crises have moved faster and hit harder. According to PwC’s 2023 Global Crisis and Resilience Survey, 69% of business leaders said they experienced at least one major crisis in the past five years, with reputational damage being the most cited long-term impact. Similarly, Edelman’s 2024 Trust Barometer found that 62% of people believe businesses have more power than governments to shape the future—and therefore expect them to lead with transparency during crises.
If trust is the currency of modern business, then crisis communications is the vault that protects it. And like any vault, it only works if the mechanisms are tested, trained, and practiced.
Related: The Power of a Phone Call During a Crisis
The Questions Leaders Keep Asking
At ICMC, I often hear the same questions from executives, resilience officers, and security leaders:
- “Do we really need formal training? Can’t we just rely on our comms team?”
The truth: crisis comms can’t live in one department. Every leader is a spokesperson in some way. Training ensures consistency across the board.
- “What if training makes us look paranoid?”
In reality, practicing builds confidence. Just as fire drills don’t mean you expect a fire tomorrow, comms training means you’ll handle pressure better when it comes.
- “Isn’t this just about media training?”
Not anymore. Modern crisis comms includes social media response, internal communications, stakeholder briefings, and even employee advocacy.
- “How do we know training will deliver ROI?”
The ROI is reputation preserved. The cost of one poor statement—think share price drops, litigation, or regulatory scrutiny—far outweighs the modest investment in preparation.
Training as the Fire Drill Before the Blaze
Think of crisis comms training like a fire drill. Nobody questions the need to practice evacuations, even if the building never catches fire. You rehearse because panic makes people forget even simple steps. In the same way, a well-designed comms exercise prepares leaders to think clearly, deliver credible messages, and avoid missteps when the world is watching.
Related: Step-by-Step Guide to Creating Tabletop Exercises for Executive Leadership Teams
Common Mistakes (I’ve Seen Them All)
- Overconfidence: “We’ll just wing it.” Spoiler: winging leads to contradictions and regret.
- Narrow focus: Only training the CEO, when every executive and manager may face tough questions.
- One-and-done mindset: Running a single training years ago and assuming you’re covered. Communications risks evolve as fast as technology.
Lessons from the Field: Failure and Success
Failure Example – The Airline That Lost Control
A major airline once faced a viral video of a passenger being mistreated. The company’s slow, tone-deaf response only made things worse. They hadn’t rehearsed for a social media firestorm, and it showed. Stock value dipped, boycotts were organized, and “apology tours” dragged on for months.
Success Example – The Food Company That Got It Right
Contrast that with a global food manufacturer that discovered a potential contamination issue. Thanks to regular comms training, their leaders quickly acknowledged the issue, explained corrective measures, and kept employees, regulators, and customers updated. The speed and transparency turned a potential PR disaster into an example of responsible leadership. Trust increased in post-crisis surveys.
The difference? One had rehearsed the fire drill. The other was scrambling for the exits.
How to Build Smarter Crisis Communications Training
When I design or run crisis comms training for organizations, I often focus on four pillars:
- Message Discipline – Leaders learn to craft and stick to three key points, even under hostile questioning.
- Multi-Channel Readiness – Training covers not just press conferences but also Twitter storms, employee town halls, and investor calls.
- Role Realism – Exercises put executives, HR, security, and IT in their real-world roles, so the pressure feels authentic.
- Feedback Loops – Post-training reviews include video playback, peer feedback, and lessons-to-be-learned that stick.
Quick Takeaways You Can Apply Today
Here are a few simple actions you can take right now to strengthen your team’s resilience:
- Run a 15-minute drill: Give your exec team a surprise scenario and ask them to prepare a holding statement.
- Audit your comms playbook: Does it include internal comms, social media, and stakeholder messaging, or just press releases?
- Rotate spokespersons: Don’t rely on just one person. Train backups.
- Use real examples: Analyze recent industry crises—what went wrong, what worked—and apply the lessons.
- Keep training alive: Make comms practice a regular part of broader crisis exercises, not a separate silo.
Closing Thoughts: The ICMC Advantage
Crisis communications aren’t about having the right words—it’s about having the right reflexes. Training makes those reflexes second nature, so when the pressure hits, your team communicates with confidence, clarity, and credibility.
At ICMC, we’ve seen how peer-to-peer learning, interactive exercises, and real-world case studies elevate crisis communications from theory to practice. We also design custom training programs for organizations and their staff, ensuring that learning is tailored to the unique risks, culture, and communication challenges of each team.
If this resonates with you, I’d encourage you to explore the upcoming ICMC event agenda. Join a session, connect with peers, or talk to us about bespoke training that strengthens your organization’s resilience—one conversation at a time.
Because when the blaze starts, the fire drill you skipped is the one you’ll regret.
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