Expecting the Unexpected: Why Crisis Communications Belongs in the C-Suite

Summary

Crises are inevitable; how an organisation responds determines whether its reputation survives. Michele Ehrhart argues that crisis communications must be elevated to the C-suite and integrated with strategy, succession planning and operational continuity. Organisations should prepare communication protocols, designate a cross-functional response team, and rehearse scenarios before disaster strikes. Building goodwill through consistent, values-led behaviour prior to a crisis pays dividends when trust is tested. Ultimately, the CEO’s voice and visible leadership are critical to steady stakeholder confidence and protecting long-term reputation.

Key Points

Crisis events (cyberattacks, accidents, leadership loss, natural disasters) are a matter of when, not if.
Many firms plan for operational risks but neglect to plan communications with the same rigour.
A complete crisis communications plan should include a cross-functional team, clear roles and decision rights, and pre-approved message templates.
The communications lead must sit at the strategy table and understand business drivers as well as messaging.
Reputation is an intangible reserve — invest in goodwill before a crisis through transparency, community engagement and consistent service.
The CEO must be present, measured and credible; leadership tone early on shapes public perception.
Make readiness a culture: test plans, train leaders, update protocols and monitor media and social channels to counter misinformation quickly.

Content Summary

The article opens by stating a simple truth: every organisation will face a reputational or operational crisis at some point. Ehrhart notes that while succession planning is common, succession communication planning often isn’t — leaving gaps when leadership suddenly changes. She stresses that communications should be treated as a core pillar of crisis management, with rigorous planning and rehearsals to ensure messages are accurate and timely.

Key elements of a robust crisis communications capability include a cross-functional response team, predefined protocols for internal and external messaging, pre-approved statement templates, and active media/social monitoring to combat rumours. Ehrhart argues the communications function must be integrated into strategic decision-making so it aligns with financial and reputational priorities.

The piece emphasises building reputation well before a crisis: steady deposits of trust through ethical conduct and stakeholder engagement create a cushion. During a crisis, leaders should keep the organisation’s mission front and centre and use a measured, compassionate voice to preserve credibility. Prepared CEOs empower teams, rehearse responses and recognise that reputation management is a board-level discipline.

Context and Relevance

This article matters for senior leaders, boards and communications professionals. In an era of real-time social media, rapid news cycles and elevated stakeholder scrutiny, poor messaging can amplify operational problems into existential threats. Integrating crisis communications into the C-suite and governance structures aligns reputational risk management with business strategy — reducing surprise, speculation and loss of trust.

Organisations that invest in readiness and build pre-crisis goodwill are more resilient. The guidance is particularly relevant to sectors with heightened public exposure (healthcare, logistics, finance, consumer brands) but applies across industries: the cost of silence or mixed messaging is universal.

Why should I read this?

Short version: if you sit near the top of an organisation, this is one of those no-excuses reads. It cuts straight to why communications can’t be an afterthought and gives practical elements you can act on now — who needs a seat on the crisis team, what templates to pre-approve, and why the CEO’s voice matters. We’ve saved you time by pulling out the bits that matter so you can start checking boxes today.

Author style

Punchy. Ehrhart writes with authority and purpose — she’s pragmatic about what leaders must do and why. If you care about safeguarding reputation, treat this as a prompt to upgrade governance, not as optional reading.