06-18-2025
A popular question for business leaders at industry conferences is, “What keeps you up at night?” The answer is evolving. Today, a convergence of factors — including cybersecurity vulnerabilities, technological disruptions, financial market instability and government uncertainty — has increased the likelihood that organizations will face a crisis. In an environment where risk is inevitable, preparation is key.
At its core, a crisis is anything that could harm your business, brand or people. While crises vary in nature, one truth remains: Every crisis has happened before. This means there’s no excuse for being unprepared. Smart leaders study past crises in their industry, learning from both successful responses and missteps.
The first step in crisis preparedness is identifying likely scenarios. Ask yourself, what keeps me up at night? Then, proactively develop response strategies and pre-drafted media responses for those situations. However, crafting a robust crisis response requires more than just a plan. It demands a process.
A crisis is never one-size-fits-all. Your framework must be agile, structured enough to guide decision-making yet flexible enough to account for evolving threats.
This means establishing clear protocols, training designated spokespeople and ensuring a streamlined decision-making process. Every crisis has a voice, and selecting the right messenger is crucial. When possible, response statements can be attributed to the company or a spokesperson, with the CEO stepping in only in cases of serious harm.
Additionally, relationships matter. Establishing trust with industry regulators, stakeholders and media outlets before a crisis occurs can be invaluable when seeking fair treatment and third-party advocacy. Drilling on specific scenarios — whether through full simulations or tabletop exercises — also strengthens your crisis response capabilities.
A solid crisis plan hinges on a well-structured Crisis Response Team (CRT). This team should include representatives from leadership, legal, finance, communications and other relevant departments. Establishing clear roles and decision-making authority ensures swift action when a crisis emerges.
Procter & Gamble’s “PACE” framework offers a useful approach:
Beyond building the right team, leadership must define the events that trigger the CRT’s activation. A structured notification system, including group texts and permanent conference lines, ensures immediate coordination.
Once a crisis response plan is approved, it must be ingrained into company culture. Digital and print formats should be made accessible, and staff should be briefed on how they can assist during a crisis. Crucially, organizations must practice their response through tabletop exercises and regular plan updates every 90 days.
Today’s risk landscape demands vigilance. Well-prepared leaders don’t just hope for stability — they build it. By implementing a proactive crisis roadmap, businesses can replace uncertainty with confidence and resilience.
Kevin Sullivan, a 1980 Daniels School alum, served as White House communications director under President George W. Bush. He also was assistant secretary for communications and outreach at the U.S. Department of Education. Prior to his time in Washington, he was senior vice president for corporate communications and media relations at NBC Universal. He is founder of Kevin Sullivan Communications and a senior advisor at the George W. Bush Presidential Center.
