Member Exclusive: Crisis management tips for unpredictable times

Most leaders aren't prepared to rebuild trust following a crisis, says a crisis comms expert

By Robbie Caploe, director of strategic initiatives, Ragan

Anti-DEI actions, rapidly shifting regulations and a rise in shareholder and employee activism have added fuel to an already volatile environment and pushed crisis management to the top of communicators' agenda.

According to Ragan's 2025 Communications Benchmark Report, a growing number of communicators say crisis and issues management is a key specialization to future-proof their roles. Further report data shows that communications teams lead the primary crisis communications strategy at 40% of organizations, underscoring the growing recognition that reputational risks demand a coordinated and dedicated crisis acumen.

Larry Kopp, chairman and founder of The TASC Group, has appeared as a crisis communications expert in national media outlets including CNN, The New York Times, The Wall Street Journal, Vanity Fair, Reuters and The Associated Press. Here, he shares actionable insights into how communicators should prepare to withstand unpredictable business headwinds in the next 12 to 18 months.

What are the biggest crisis communication challenges facing companies today?

Companies can longer hide their reputation and behavior from the public or escape how they treat their customers. They can no longer sit on the sidelines when it comes to corporate governance or cultural issues.

They are far more prone to being called out by disgruntled employees or customers. With the advent of social media, an honest misstep can be blown up into a full-throated crisis event. 

What industries are most at risk for reputational crises in the coming years?

Industries that have failed to diversify their workforces, that are cavalier about where and how their products are being made, that pay sub-par benefits or compensation are far more vulnerable to criticisms.

I think the food industry will be increasingly vulnerable as we learn more about the dangers of obesity and the processed foods that we consume. The airline industry will continue to be vulnerable as the quality of air travel deteriorates. Tech companies and social media companies will soon be viewed like tobacco companies have been, as we learn more about digital addiction and the exposure our children have been facing. Litigation against these companies will soon ramp up significantly.

How is AI and digital media changing crisis response strategies?

AI could make crisis more difficult to manage since these platforms will continue to blur the lines between fact and fiction. Digital media will require firms to invest in ORM (online reputation management), far more than they have in the past.

What’s the most common mistake companies and communicators make when handling a crisis?

Waiting and hoping the crisis blows over. Fear of what to do often produces inaction, which is really harmful when facing a crisis. Firms must be prepared in advance. Speed, along with proper preparation and a plan in place is critical when confronting a crisis.

What are the best ways to prepare a leadership team for public-facing crisis communication?

Table-top crisis exercises, scenario game playing, media training and comprehensive crisis assessment and evaluation will put companies in a strong position to weather and mitigate potential incidents that could occur.

How do you manage executive communications when leadership is at the center of the crisis?

What an executive team says, who says it, when they say it and what they say is extremely important. A crisis executive committee needs to be in place in advance with defined roles and messaging that will help executives manage the crisis both internally and externally.

If a CEO or a leader of a company is in the middle of the crisis, he or she must have a strong crisis counselor in place to help them learn how to manage an event of this nature. Most high-powered leaders are not equipped to project humility, transparency and authenticity - qualities that are vital to help regain trust. Leaders need an outside view of an incident and honest straightforward feedback, which they often do not receive due to the nature of their positions.

How should companies communicate internally during a crisis to maintain employee trust?

Most important is to do so in person, whether via town halls and/or one-on-one when they can.

How should communicators rethink their crisis planning for the next decade?

Every six months companies should revisit their crisis plans and strategies to accommodate new technologies and cultural issues that are emerging to dominate the public discourse.

Are you seeing more internal crises comms experts/practices than there have been in the past?

Yes. Due to the fact the employees have had more of a voice and a say in how companies are operating and due to generational shifts, younger employees expect more transparency and attention than previous generations. Companies have been forced to be far more internal-facing.

How are you shifting your crisis communications and planning strategies? The discussion forum is a great spot to share practices and insights with your fellow members.