In a crisis, the first 24 hours shape how the media, employees and the public see a company. Communicate quickly, honestly and with one clear voice, and you stay in control, even before all the facts are known. Stay silent, and you leave others to tell the story.
Why do the first hours matter so much?
News travels in minutes. A video on social media, a call from a local reporter, a post in an industry forum, and a story is already running, whether or not the company has a say. This early phase creates the picture that every later report takes its cue from. Miss it, and you will spend weeks arguing against a narrative someone else has written.
There is a second effect too. Search engines and AI systems pick up the earliest reports and keep repeating them long afterwards. A strong first statement therefore works far beyond the day itself.
A plan for the first 24 hours
The first hour: understand the situation and assemble the team
It all starts with the question of what has actually happened. A small crisis team from management, communications, the relevant department and legal meets straight away, by video if need be. It records what is confirmed, what is assumed and what is still open. At the same time, the team decides who speaks and who handles enquiries. One voice to the outside world prevents contradictions.
The first few hours: publish an initial statement
Nobody expects every answer at this stage. What people expect is a sign that the company is taking the situation seriously. A short holding statement sets out what is known, what is being done and when there will be an update. If people have been affected, compassion comes first, before any technical explanation. “No comment”, on the other hand, is almost always the worst choice, because it sounds like hiding.
In parallel: keep your own people informed
Employees should not learn from the newspaper what is going on in their own company. They are ambassadors, they get asked by friends, customers and neighbours, and they post themselves. A short internal note with the key facts and a request to pass media enquiries on creates certainty and stops rumours from spreading.
By the evening: monitor the channels and follow up
As the day goes on, reliability is what counts. The team monitors media and social networks, answers enquiries promptly and keeps to the update times it has announced. Common questions are collected and answered consistently, for example in an FAQ on the website. The spokesperson prepares for interviews, with three clear key messages and honest answers to the uncomfortable questions.
At the end of the day: take stock
What do we know now? What has changed? What will we say tomorrow? A brief end-of-day update shows that the company is staying on top of things. It is also the moment to document every decision and statement, which helps with later questions and with the review once the crisis is over.
Which mistakes make a crisis last longer?
- Speculating: presenting assumptions as facts means correcting them later and losing credibility.
- Playing it down: dismissing a problem that others take seriously comes across as out of touch.
- Shifting the blame: pointing at suppliers or authorities often draws even more attention to your own company.
- Speaking like a lawyer: legal review matters, but statements still need to sound human.
- Going quiet: falling silent after the first statement hands the story to others.
How do you prepare for the real thing?
The best crisis communication starts long before the crisis. A lean crisis manual sets out roles, contact details and sign-off routes. Prepared text modules for typical scenarios save precious time in the first hour. Spokespeople who have been through media training stay calm in front of a camera. And a small-scale exercise once a year shows, without mercy, where things still get stuck.
Our experience is that most crises are not mishandled for lack of knowledge, but for lack of clarity about who decides what. That clarity is something you can practise.
“In a crisis, the winner is not whoever is loudest, but whoever stays most credible. That takes a plan made before the phone starts ringing.” Nikolaus Pjeta, CEO, Fullstop PR
Want to prepare your team for the real thing? Our crisis communication workshops rehearse exactly these first 24 hours, in Berlin, Vienna or online.
Frequently asked questions
How quickly should a company respond in a crisis?
As early as possible, ideally within a few hours. A first statement does not need to answer every question. It should say what is known, what the company is doing and when there will be more information.
Who should speak for the company in a crisis?
A designated spokesperson, or the management in a serious crisis. What matters is that only one voice speaks externally and that all other enquiries are passed to that person.
What belongs in a crisis manual?
A crisis manual covers the crisis team and how to reach them, clear sign-off routes, likely scenarios, prepared text modules, a list of key contacts and rules for internal communication.
