A modern crisis playbook should define the organization’s risks, who leads the response, how decisions are escalated, which audiences need updates, what messages are approved and how the team will practice before a real crisis.
The best crisis plans are fluid, according to Makini Nyanteh, SVP and chief communications officer for the American Institutes for Research.
Flexibility to switch gears or adapt gives leaders structure without locking them into a rigid script, said Linda Barnhart, senior director at APCO. The best playbooks define risks, roles, escalation steps, audiences and message guardrails before the organization is ever under public scrutiny, she said.
“With how quickly things can evolve in the current environment, it’s less about having a play-by-play plan and more about a framework that guides an agile response,” Barnhart said.
Crisis frameworks should help leaders make clear decisions when facts are incomplete, pressure is high and situations are changing fast. Here’s how to build one.
Where should organizations start crisis planning?
A good playbook starts with the organization’s actual risk environment rather than a list of worst-case scenarios.
“Ahead of any potential crisis response, it’s critical for comms pros to understand their specific landscape — what are the issues that are likely to affect them and how can they stay ahead of them?” Barnhart said.
For one organization, that might mean prepping for a data breach, misinformation campaign or misconduct allegation. For another, it could mean a workplace safety issue, product failure or labor dispute.
Nyanteh said leaders should identify the most likely sources of risk, both internal and external. It should draw from past experience but should also account for new trends that could affect the organization, including AI risks.
Comms pros can help by building a risk map that answers:
- What issues are most likely to affect us?
- Which issues could damage trust the fastest?
- Which stakeholders would care most?
- Where are we already seeing warning signs?
- What questions would we have to answer immediately?
These questions help leaders see what could happen before they are forced to respond in real time, Nyanteh said.
Define who leads and how crisis decisions get made
A playbook should also clearly explain who is involved in a crisis response and who has decision-making authority.
Nyanteh said this means a crisis response team roster, roles and responsibilities, key decision-makers, approval processes and communications protocols.
The framework should spell out who:
- Decides whether something is a crisis
- Leads the response
- Approves public statements
- Handles media requests
- Monitors social media and public sentiment
This is where many organizations slow themselves down, she said. If no one knows who owns the decision, the response gets stuck. If too many people need to approve every word, the organization may stay silent too long, which can become its own problem.
Who is your audience?
A useful crisis playbook should not only ask, “What do we want to say?” but also “What does each audience need from us right now?”
Barnhart said leaders need to stay flexible because every crisis is different.
“Know that each crisis is unique; it’s important to stay nimble and agile to adapt to your audiences’ needs as the situation evolves,” Barnhart said. “Knowing where these audiences stand in advance will be critical to ensuring you’re communicating what they need to hear in high-pressure, reputationally defining moments.”
That means a crisis framework should identify the organization’s most important stakeholder groups and what each group may need during a crisis, like:
- Employees may need safety information, internal talking points and reassurance
- Customers need to know whether they are affected and what steps they should take
- Reporters will want confirmed facts, timelines and access to a spokesperson
- Other stakeholders may need accountability and evidence that the organization is taking the issue seriously
Practice before the crisis
A crisis playbook is not useful if leaders have never practiced using it, Nyanteh said.
Scenario planning and tabletop exercises help leaders understand what a crisis actually feels like. They also reveal gaps before the stakes are real.
A tabletop exercise could test a cybersecurity incident discovered late on a Friday, a viral employee complaint on TikTok, a workplace injury that attracts local media attention, or a product issue affecting customers.
These exercises help leaders practice making decisions with limited information. They also help comms teams test whether the approval process is too slow, whether spokespeople are ready and whether the organization’s messages match its values.
“A crisis playbook is only as effective as an organization’s familiarity with it,” Nyanteh said. “It is not a ‘nice-to-have’; it is an essential leadership and decision-making framework.”
Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at [email protected].
