I had the chance to chair the recent session on Issues Management and Crisis Communications during the Stempra Press Officer Training Day. While I haven’t (yet!) been at the centre of a full-blown media storm, I’ve definitely navigated my fair share of tricky situations that could have easily tipped over into crisis territory. This session was packed with practical advice, real-world stories, and a few ‘why didn’t I think of that?’ moments. Here are my reflections and the nuggets I’ll be keeping front of mind.
1. Preparation is everything
If there’s one thing that came through loud and clear, it’s this: don’t wait for a crisis to figure out what you’ll do in a crisis. Having a plan that’s simple, clear, and actually tested makes all the difference. Some tips that stuck with me:
- Know your team – Who does what? Who’s your backup if someone’s unreachable?
- Scenario planning – Try out different crisis scenarios, not just the obvious ones.
- Personal resilience – Think about how you’ll keep yourself (and your team) going if things drag on. Even something as simple as having a buddy system or a way to let off steam can help.
2. Not all issues are crises, but…
Not all issues are crises, but if you don’t keep on top of small problems early, they can quickly turn into something much bigger. Day-to-day issues management is about spotting and smoothing out bumps before they escalate. When something unexpected does hit, that’s when crisis communications comes in fast, focused, and clear. The better you are at handling issues, the less likely you’ll face a true crisis, but you still need to be ready just in case.
3. Get ahead of misinformation
With social media, rumours and misinformation can spread quickly. The best counter is to get your facts out early and clearly, and make sure you’re the go-to source for accurate information. It’s also worth building relationships with trusted third parties who can help amplify your messages and correct the record if needed.
4. Data is your friend
We’re living in a world where data is behind everything. In a crisis, having up-to-date information about what’s actually happening, what people are saying, and how your messages are landing helps you make better decisions, faster. It’s also crucial for learning and improving once the dust settles.
5. Your strongest support
One of the best reminders from the session: your organisation can be your biggest ally in a tricky situation, but only if everyone’s kept in the loop. When staff and volunteers are informed and understand what’s happening, they can help clear up confusion, support your messaging, and even be your best advocates. Clear, timely internal comms keeps everyone on the same page and helps turn your whole organisation into a united front.
6. Transparency builds trust
When things go wrong, people want honesty. Being open about what you know (and what you don’t), admitting mistakes, and showing what you’re doing to fix things goes a long way. It’s not always easy, but it’s essential if you want to keep or rebuild trust.
7. Don’t forget to decompress
This one’s a bit personal, but it really resonated with me. After a tough day dealing with an issue, find a way to switch off and get some perspective. Whether it’s grabbing a coffee with friends outside work or just stepping away from your screen, it helps you come back fresher and less overwhelmed.
This session was a great reminder that issues management and crisis comms isn’t just about firefighting. It’s about being proactive, supporting your team, and always learning. If you get the chance to join a future Stempra event, I’d highly recommend it. The mix of practical advice and real-life stories made it relevant, and I left feeling more confident, more prepared, and definitely more connected to others facing the same challenges.
Editor’s note: These helpful tips that were shared during the Issues Management and Crisis Communications session at the Stempra Press Officer Training Day in March 2025. Our guests were Frances Beves (former Director of Communications at NIHR (National Institute for Health and Care Research)), Laura Peters (Associate Director of External Relations & Media, Alzheimer’s Society), Phil Groves (Head of Communications Response Team, NHS England), and Arjun Sanganee (Science Communicator) was our session chair.