Crisis Communication in Marketing

Heat pump orders doubled in a month. Solar panel inquiries up 250%. EV leases up 85%. The Iran crisis has done something interesting: it's made energy security feel personal. I understand why: I have solar panels, a heat pump, and an EV and we're on a flexible tariff. When gas prices spike, my bills don't move by much. What the Octopus Energy and British Gas data show is that millions of households are now doing the same calculation. Not because of climate targets or government incentives, but because the numbers make sense. The interesting question is whether this demand surge translates into lasting infrastructure — installers, grid capacity, financing — or whether it fades when prices ease.

Bad news: you’re giving bad news wrong Here’s the research backed way to do it without breaking trust. Stanford’s Robert Sutton has studied this for 40+ years. When delivering bad news, four ingredients matter: Predictability. Understanding. Control. Compassion. During the London Blitz, people in regularly bombed areas were less anxious. Not because danger vanished… because they could predict it. Uncertainty not bad news spikes anxiety. Brian Chesky (Airbnb) laid off ~25% during COVID and still preserved trust by: Explaining the why Letting people keep laptops Letting them keep vested stock Giving them time to say goodbye What not to do: Bird laid off 406 people via a 2-minute Zoom. Some even thought it was pre-recorded. Brutal. Demoralizing. Performative. Sutton’s take: Too many leaders confuse toughness with sadism Cutting deeper “to seem bold,” copying competitors, or just because they can. That’s not leadership. That’s ego maintenance. Even small control signals matter: A CEO promised: “No layoffs for the next 4 months.” Not forever. Not everything. But it gave breathing room. Predictability > vague reassurance. This isn’t just about layoffs. Any move that threatens status, identity, or purpose qualifies: New org charts. Killed products. RTO mandates. When people feel blindsided, they disengage or leave. What people want in hard moments: To understand what/why/when To avoid being ambushed To feel seen and treated fairly To plan their next move Deliver that always. When the news is bad, your job isn’t robotic spin. Leaders we remember aren’t the ones who never made cuts They’re the ones who made them with dignity.

I just spent a few weeks reporting on the trading arms inside BP, Shell and Total. Most people have no idea these businesses exist, let alone how large they've become. By design: these operations don't advertise themselves. The trio trade some 40-50m barrels of oil a day, five to ten times what they actually produce. This year, with the Gulf war and the energy crunch it caused, their desks could collectively book $15-20bn in pre-tax profit. That's not a rounding error—it's what's keeping European majors competitive with Exxon and Chevron. While the Americans have been winning on production, the Europeans have been quietly winning on trading. What makes these operations remarkable isn't just their profitability. It's how they're built. A few hundred traders, buried inside companies of 100,000 people. Near-zero public disclosure. Tens of billions in capital deployed, ready to move the moment markets dislocate. And a track record of almost never losing, just making less in the quiet years. A nimble structure helps. Each desk covers a specific product—crude, diesel, jet fuel, LNG—with regional specialists underneath. Reading the unspoken signs that give away others' positions matters as much as the data. There's always someone in Singapore on first-name terms with Asia's airlines and refiners. When a war breaks out or a pandemic freezes demand, these teams don't wait for a committee; they move. In 2020 traders correctly called that lockdowns would fill storage and briefly push oil prices negative. Treasurers approved funds to lease dozens of tankers within days. When prices bounced back, traders made a fortune. When Hormuz closed this February many desks, having bet on oversupply through 2026, were caught on the wrong side. But they rapidly cut their losses, flipped their positions and played the volatility. In March Total cornered every barrel of Emirati and Omani crude available to load in May. That call may have made its traders more than $1bn. The threat to those desks now is that their informational edge is eroding. The majors have been selling assets for years—$77bn-worth since 2019—under pressure to slim portfolios and cut emissions. The independents, Vitol and Trafigura, have been buying many of them. They're also willing to go where listed majors can't, or won't. When Trump wanted to move Venezuelan barrels in January, it was Trafigura and Vitol he called. In time, intensifying rivalry in the trading business may cause the majors’ profits to shrink, and the engineers will take back the building. But for now—and probably some years still—it's the traders' moment. Full piece here: https://lnkd.in/eB7Z9Sre

When a CEO and Head of HR end up on a kiss cam, and it goes viral, you’ve got a PR crisis. By now, you probably know what's unfolding at Astronomer - where its CEO and Head of HR were caught on a kiss cam during a Coldplay concert. Some might say: it’s personal. Move on. But when leadership is involved, it raises questions about workplace dynamics, company values, and internal policies. Your employees are watching. And so is the public. What should a crisis comms team do right now? ➡️ Align with legal ASAP ➡️ Develop an internal comms plan ➡️ Prepare a holding statement for media  ➡️ Prepare key messaging for company's leadership ➡️ Monitor what people are saying both internally and externally 💡 A timely and thoughtful response can protect you and your company in the long run. And who knows, if played right, this may open doors to new conversations, and turn a viral moment into a longer-term opportunity for the company’s brand.

𝗧𝗵𝗶𝘀 𝗶𝘀 𝘆𝗼𝘂𝗿 𝗯𝗿𝗮𝗶𝗻 𝗼𝗻 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆...𝗮𝗻𝗱 𝗶𝘁 𝗵𝗮𝘁𝗲𝘀 𝗶𝘁! 𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘤𝘰𝘮𝘮𝘶𝘯𝘪𝘤𝘢𝘵𝘦 𝘸𝘩𝘦𝘯 𝘢𝘮𝘣𝘪𝘨𝘶𝘪𝘵𝘺 𝘪𝘴 𝘸𝘰𝘳𝘴𝘦 𝘵𝘩𝘢𝘯 𝘧𝘦𝘢𝘳? If anything, the world today is in turmoil. We can’t even go a few hours without breaking news flooding in. It might be a major policy change from a global leader, the eruption of new conflicts, revolutionary innovations, or reports of tragic events halfway across the planet. The world has become more unpredictable than ever. So, how does our brain respond to this constant uncertainty? Research tells us that ambiguity—not knowing what the threat is—triggers stronger negative emotions than fear itself. Our brains struggle more with "what ifs" than with clear risks because the lack of clarity makes us feel powerless. 𝗔𝗺𝗯𝗶𝗴𝘂𝗶𝘁𝘆 𝗵𝗮𝘀 𝗯𝗲𝗲𝗻 𝘀𝗵𝗼𝘄𝗻 𝘁𝗼 𝗹𝗲𝗮𝗱 𝘁𝗼 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝗿 𝗮𝘃𝗲𝗿𝘀𝗶𝘃𝗲 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗲𝘀 𝘁𝗵𝗮𝗻 𝗲𝘃𝗲𝗻 𝗿𝗶𝘀𝗸𝘆 𝘀𝗶𝘁𝘂𝗮𝘁𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵 𝗸𝗻𝗼𝘄𝗻 𝗰𝗼𝗻𝘀𝗲𝗾𝘂𝗲𝗻𝗰𝗲𝘀. This insight is crucial for marketers, communicators, and anyone who reaches out to people. 𝗨𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲 "𝗽𝗮𝘀𝘀𝗶𝘃𝗲" 𝗲𝗺𝗼𝘁𝗶𝗼𝗻𝘀—𝗶𝘁 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆 𝘀𝗵𝗮𝗽𝗲𝘀 𝗮𝘃𝗼𝗶𝗱𝗮𝗻𝗰𝗲 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿. When the world feels uncertain, people slow down, avoid risks, and become more cautious in their decision-making. How do we communicate effectively in this kind of environment? Here are some key takeaways for cutting through the noise and connecting meaningfully: 1. 𝗕𝗲 𝘁𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁. When things are uncertain, people crave clarity. 2. 𝗘𝗺𝗽𝗵𝗮𝘀𝗶𝘇𝗲 𝘀𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆: Highlight aspects of your message, product, or brand that convey reliability, consistency, or security. Reinforce ideas that make people feel anchored amidst chaos. 3. 𝗘𝗺𝗽𝗮𝘁𝗵𝗶𝘇𝗲 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂𝗿 𝗮𝘂𝗱𝗶𝗲𝗻𝗰𝗲: Acknowledge the uncertainty and emotional strain they're experiencing. 4. 𝗣𝗿𝗼𝘃𝗶𝗱𝗲 𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗯𝗹𝗲 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀: Avoid abstract promises. In uncertain times, audiences want clear steps they can act on to improve their situation. 𝗥𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝗼𝗿 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗼𝗿𝘀: • 𝗦𝘁𝗮𝘆 𝗴𝗿𝗼𝘂𝗻𝗱𝗲𝗱: Remember that your audience's attention is limited during times of upheaval. Strike the right balance between brevity and value. • 𝗦𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝗰𝗼𝗺𝗽𝗹𝗲𝘅𝗶𝘁𝘆: Avoid overwhelming your audience with too much information; clarity is your best friend. • 𝗕𝘂𝗶𝗹𝗱 𝘁𝗿𝘂𝘀𝘁 𝗼𝘃𝗲𝗿 𝘁𝗶𝗺𝗲: Consistency in messaging is often more potent than one-off campaigns. The more you deliver on your promises, the more trustworthy you become. • 𝗠𝗼𝗻𝗶𝘁𝗼𝗿 𝘁𝗵𝗲 𝗲𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝘀𝘁𝗮𝘁𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗮𝘂𝗱𝗶𝗲𝗻𝗰𝗲: Use empathy as a lens for crafting every piece of communication. Read more here: https://t.ly/1pmVj #neuromarketing #appliedneuroscience #emotions #uncertainty  

Five years ago today, WHO held one of the most important press conferences when Dr Tedros declared #COVID19 a public health emergency of international concern — a moment that signaled to the world that we were facing a new global health crisis. It turned out to be unlike any other.   But while scientists, health workers and governments rushed to respond to the new virus, another battle was unfolding in real-time: the fight against health misinformation.   The phenomena of health misinformation wasn’t new, but this was the first pandemic of the digital age. Suddenly, false claims spread faster than the virus itself, reaching millions before experts could correct them. Fear and confusion filled the gaps where reliable information was missing. The stakes couldn’t have been higher.   Dr Maria Van Kerkhove and I reflected recently on what WHO has been doing to prevent false health information from spreading on #SocialMedia:   1. Engaging directly with the public — through #AskWHO live Q&A sessions, press conferences, we have answered real questions in real time.   2. Working with trusted messengers — from frontline health workers and scientists to religious leaders and digital influencers, so that people could hear accurate information from voices they already relied on.   3. Partnering with tech platforms — to ensure credible health information reached more people, while slowing the spread of harmful falsehoods.   4. Expanding access to information in multiple languages — so no one was left behind in accessing clear, verified health guidance.   5. Investing in research and digital innovation — to better understand the ways in which people consume digital content the best and adapt our strategies in real-time.   What we’ve learned about trust:   - Trust isn’t built in a crisis — it must be nurtured before, during, and after emergencies.   - People trust people — authentic, relatable messengers make the biggest impact.   - Transparency matters — being open about what we know, what we don’t, and how we’re learning builds credibility.   One thing is clear: the fight against misinformation is not over. Building and maintaining trust in public health is an ongoing effort — one that requires the commitment of governments, civil society, media, and the industry every single day.   Because trust isn’t a given, it’s earned.

This morning, many people opened their favorite apps and nothing worked. A technical issue in Amazon’s data center rippled across the digital world, disrupting thousands of companies & millions of lives in real time. Here’s how big the impact was: Lyft riders were stranded. Snapchat wouldn’t load. Venmo couldn’t send or receive payments. Ring cameras went dark. Prime Video, Hulu, and Disney+ froze midstream. Fortnite, Roblox, Clash Royale, and Clash of Clans kicked players offline. Signal messages failed to deliver. Even Amazon’s own site, Alexa, and Prime Video stopped responding. For a few hours, entertainment stopped, payments froze, communication failed, and digital life itself hit pause. But I see something more.⁣ This wasn’t just a technology failure; it was an emotional one. Because experiences aren’t based on the outage itself. They’re defined by what happens in between; how people feel while it’s broken, and how they’re treated while they wait.⁣ As a business leader, I bet you want to retain loyal customers when unexpected challenges happen. So, here's what you do: 1️⃣ Acknowledge emotions quickly. Silence multiplies frustration. Even a short, human message, “We know this is frustrating, and we’re on it” restores calm faster than a generic tech update. 2️⃣ Communicate with clarity and care. Customers don’t need technical terms; they want reassurance. Say what it means for them: “We’re working to reconnect you, and your data is safe.” 3️⃣ Close the loop with gratitude and honesty. When systems recover, let customers know. Thank them for their patience, acknowledge the inconvenience, and share what’s been done. Transparency rebuilds confidence; appreciation restores connection. 4️⃣ Empower your people, especially your frontline teams. Technology can fix systems, but only people can fix feelings. Give your employees permission, training, and trust to respond with empathy. Top rated brands know technology may fail, but feelings don’t have to. Because what customers remember isn’t the outage; it’s how you made them feel when it happened.⁣ Got questions? Message me, and follow for more actionable proven strategies. Doing CX Right®‬ #customerexperience #customerservice #awsoutage

🇬🇧 Worth checking out the updated #RESIST framework designed by the UK government in order to embrace information threats more fully. 🔹A pragmatic approach focused on perceptions and a full-blown model for any institution developing its own strategic communications methodology 👉🏼RESIST Counter‑Disinformation Toolkit : a structured framework for government communicators to identify, assess and respond to disinformation. 👉🏼The toolkit frames disinformation as a risk not only to communications per se, but to policy outcomes, national security, international reputation, and democratic legitimacy. 🔹It provides checklists, matrices (ex : for prioritisation: does a message harm ability to deliver services? does it affect vulnerable audiences? etc.) and guidance on measurement. ♻️ A 6️⃣ step approach : 1️⃣ Recognise: identify possible instances of mis/dis/malinformation, check the techniques (fabrication, disguised identity, rhetoric, symbolism etc) (FIRST indicators). 2️⃣ Early Warning: Monitor the information space for signals of emerging threats, vulnerabilities, target audiences, relevant narratives. 3️⃣ Situational Insight: Turn monitoring data into actionable insights : what’s happening, who is vulnerable, what narratives are evolving, what the context is. 4️⃣ Impact Analysis: Assess the potential damage: what are the objectives of the threat actor, the reach, the likelihood, how does it affect your priorities/responsibilities. Use structured analysis rather than just “gut feeling”. 5️⃣ Strategic Communication: Decide whether and how to respond. Not all incidents merit a public response — some may self-correct. If you respond: ensure the truth is well told, choose appropriate channels/audiences, embed resilience building, engage partnerships. 6️⃣ Tracking Effectiveness: Measure output vs outcome; track metrics (reach, behaviour change, attitude change) and learn from each response. Underlying principles 🔹A government communications function must support resilience: of institutions, public trust, policy delivery. 🔹Communications is a proactive posture : pre-bunking, shaping narratives is as important as reactive posture (debunking). 🔹Partnership matters because information threats do not respect organisational boundaries : across gov departments, with civil society, academia, media, international partners 🔹Focus on audiences & vulnerabilities: recognising that some audiences are more exposed (due to digital skills, language, socio-economic factors) and that those vulnerabilities shape how to tailor prevention/response. How this could apply to other nations 🔹 a structured framework to impart discipline & consistency in detecting and responding to threats. 🔹 helps build an institutional capacity 🔹 supports the shift from reactive (respond when scandal/hit) to proactive risk management

We’ve all seen how quickly a single moment on social media can spiral. One tone-deaf comment, one AI-generated response that misses the mark, or just a slow internal handoff and suddenly, your brand is trending for all the wrong reasons. When I started building our AI-First Mindset™ transformation program, I knew we couldn’t just focus on opportunity. We also had to prepare leaders for risk and that includes public-facing crises fueled by speed and automation. That’s why I developed a new module focused on building a social media crisis management plan designed for today’s AI-powered workplace. We cover the essentials: • How to build a clear, flexible crisis communication plan • The best crisis management tools to monitor and respond in real time • How to define team roles across marketing, legal, leadership and tech • And how to account for AI-powered systems that can escalate issues if not handled properly In a world where content and backlash move at machine speed, your people need clarity. That starts with a plan that’s actually usable and practiced before the pressure hits. This isn’t about fear. It’s about preparation. AI adoption comes with incredible potential, but it also changes how we manage trust. A good crisis response needs to e part of your broader AI change management strategy. If your team is using AI but hasn’t revisited your crisis plan, now’s the time. Stay tuned for practical guidance on creating crisis plans that perform under pressure. #DigitalCrisisStrategy #CrisisCommunication #CrisisResponse #DigitalCrisis #SocialMediaCrisis

⚠️𝗪𝗵𝗮𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗕𝗼𝗮𝗿𝗱𝘀 𝗱𝗼 𝗶𝗻 𝗮 𝗖𝗼𝗺𝗽𝗮𝗻𝘆 𝗖𝗿𝗶𝘀𝗶𝘀? I’m talking about when a #company gets hit by sudden negative publicity: a senior exec is caught doing something wrong; there's an allegation of fraud or serious #misconduct; or something goes viral for the wrong reasons. (𝘕𝘰 𝘩𝘶𝘨𝘴 or prizes for guessing the hot example in the news now 😉!) *** In my view, the ⚠️𝗖𝗿𝗶𝘀𝗶𝘀 𝗣𝗹𝗮𝘆𝗯𝗼𝗼𝗸 𝗳𝗼𝗿 𝗕𝗼𝗮𝗿𝗱𝘀⚠️ for such situations is more or less the same: 1. 1️⃣ 𝗖𝗮𝗹𝗹 𝗮 𝗕𝗼𝗮𝗿𝗱 𝗠𝗲𝗲𝘁𝗶𝗻𝗴 𝗔𝗦𝗔𝗣.    Do what directors do best - staying calm and having a focused discussion on what’s best for the company and its stakeholders.  𝘋𝘪𝘳𝘦𝘤𝘵𝘰𝘳𝘴’ 𝘧𝘪𝘥𝘶𝘤𝘪𝘢𝘳𝘺 𝘥𝘶𝘵𝘪𝘦𝘴 𝘮𝘶𝘴𝘵 𝘤𝘰𝘮𝘦 𝘧𝘪𝘳𝘴𝘵.     2. 2️⃣ 𝗖𝗮𝗹𝗹 𝘁𝗵𝗲 𝗟𝗮𝘄𝘆𝗲𝗿𝘀.    #Lawyers are excellent strategist and risks mitigators in crises. What may be a 'natural response' may not seem wise down the road - lawyers are able to anticipate risks and reactions, and help navigate the minefield.     3. 3️⃣ 𝗖𝗮𝗹𝗹 𝗣𝗥.    Investors, partners and customers relations will need to be well-managed, otherwise the impact on the company could be long-running and disastrous, especially if funds are pulled, deals lost and confidence plummet.     4. 4️⃣𝗜𝘀𝘀𝘂𝗲 𝗮 𝘀𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁.    Quick, open and responsible communication is key. The Board needs to control the narrative, and provide assurance that it has things under control. Do not over-promise, admit liability unwittingly or sound tone deaf - this is where lawyers and PR professionals can help.     5. 5️⃣𝗦𝘁𝗮𝗿𝘁 𝗶𝗻𝗱𝗲𝗽𝗲𝗻𝗱𝗲𝗻𝘁 𝗶𝗻𝘃𝗲𝘀𝘁𝗶𝗴𝗮𝘁𝗶𝗼𝗻𝘀. This is critical. Subject matter experts need to be brought in quickly to investigate, conduct root cause analysis and recommend remedial steps. The Board’s role is to support, not interfere. ⏰Depending on the gravity of the crisis, Steps 1-5 need to be carried out quickly, usually <24 hours and with good coordination. With the virality of news, time is truly of the essence. *** Once that is done, 2 other things  come to mind: 👉 𝗖𝗘𝗢 & 𝗖𝗨𝗟𝗧𝗨𝗥𝗘. 1. 𝗖𝗘𝗢: His or her job will be highly dependant on how the above pans out, and the level of trust and support the Board still has for him/her. In some cases, the Board may have to decide for the CEO to step aside (permanently or temporarily), until investigations are completed and thoughtful conclusions can be drawn.     2. 𝗖𝗨𝗟𝗧𝗨𝗥𝗘: The Board will also need to be thinking hard about the Company's culture - is the crisis a transient event or 𝘪𝘴 𝘪𝘵 𝘢 𝘴𝘺𝘮𝘱𝘵𝘰𝘮 𝘰𝘧 𝘢 𝘥𝘦𝘦𝘱𝘦𝘳 𝘤𝘶𝘭𝘵𝘶𝘳𝘦 𝘪𝘴𝘴𝘶𝘦 𝘪𝘯 𝘵𝘩𝘦 𝘤𝘰𝘮𝘱𝘢𝘯𝘺?  *** ❓What do you think? Was there anything I've missed in this Crisis Playbook? #corporategovernance #directorship #crisis #risk #board #coldplay 📸 My pic of Coldplay's Jumbotron when they were in Singapore last year.  #IYKYK 😆