Comunicació de crisi: com preparar els portaveus davant la premsa
A crisis is not defined only by what happens, but by how it is explained. In high-pressure situations —accidents, operational failures, labour conflicts, cyberattacks or controversial decisions— crisis communication becomes a critical factor in protecting reputation, trust and business continuity.
Organizations that manage crises effectively do not improvise. They prepare their spokespeople for the media with method, training and journalistic criteria, following proven international standards.
Why crisis communication depends on the spokesperson
According to the Institute for Public Relations, more than 70% of the reputational impact of a crisis depends on the communication response during the first 48 hours. And that response is usually embodied in one key figure: the spokesperson.
A poorly prepared spokesperson may:
- Contradict official messages
- Transmit nervousness or lack of control
- Provide incomplete or inaccurate information
- Create additional negative headlines
A well-trained spokesperson:
- Brings clarity and calm
- Reinforces credibility
- Reduces media speculation
- Protects the organisation and its teams
Choosing the right spokesperson (it’s not always the CEO)
One of the most common mistakes in crisis communication is assuming that seniority or job title guarantees media effectiveness.
The Chartered Institute of Public Relations (CIPR) recommends selecting spokespeople based on:
- Ability to communicate under pressure
- Real knowledge of the issue
- Public credibility
- Capacity to respond without improvising
In many technical or sensitive crises, the ideal spokesperson may be:
- A technical director
- An operations manager
- A trained internal expert
Define key messages before speaking to the media
Harvard Business Review insists on a fundamental rule of crisis communication:
Never face the media without three clear messages.
Before any interview or press appearance, the spokesperson should have:
- One core message
- Two supporting messages
- One closing idea
These messages must be:
- Clear and accessible
- Brief
- Easy to repeat
- Aligned with the overall strategy
This is not about memorising phrases, but about mastering key ideas.
Anticipate and train difficult questions
Crises do not generate friendly interviews. They generate challenging questions.
According to BBC Media Training, effective spokespeople are trained to handle:
- Hostile questions
- Interruptions
- Awkward silences
- Continuous message reframing
This preparation helps to:
- Reduce errors
- Avoid defensive reactions
- Redirect the conversation without evasion
Emotional control and body language in crisis situations
Forbes highlights that in crisis communication, how something is said matters as much as what is said.
Common mistakes:
- Over-justifying decisions
- Showing anger or irony
- Speaking too fast
- Closed or defensive body language
Best practices:
- Calm pace
- Firm but empathetic tone
- Open posture
- Human and responsible messaging
Audiences may forgive mistakes, but they rarely forgive arrogance or coldness.
Knowing how to say “I don’t know” without losing credibility
One of the key lessons of Anglo-Saxon journalism is that improvisation damages trust more than admitting uncertainty.
A well-prepared spokesperson knows:
- What information can be shared
- What data is not yet confirmed
- When to commit to follow-up communication
Correct example:
“At this moment, we don’t have that information confirmed, but we will share it as soon as it becomes available.”
This approach reduces legal risk and protects reputation.
Align internal and external communication during a crisis
Consistency builds trust.
McKinsey warns that many crises escalate when:
- Employees learn information through the media first
- Internal messages are inconsistent
Before speaking to journalists:
- Internal teams must understand the communication framework
- The spokesperson must align with leadership, legal and HR
- A crisis communication document should be in place
Train spokespeople in real conditions
Pressure cannot be improvised. It must be trained.
The most effective international crisis communication trainings are conducted:
- With real cameras
- In studios or on-set environments
- Under time pressure
- With professional feedback
This allows spokespeople to identify:
- Verbal and non-verbal habits
- Unclear messages
- Gestures that convey insecurity
- Loss of focus under pressure
Crisis communication spokesperson checklist
- Clear key messages defined
- Difficult scenarios rehearsed
- Clear and empathetic language
- Control of timing and tone
- Internal coordination
- Practical training with expert feedback
Conclusion: crisis communication is method, not improvisation
Crisis communication does not depend on charisma or intuition. It depends on method, training and a journalistic mindset.
Organizations that prepare their spokespeople:
- Reduce reputational impact
- Build credibility
- Protect their teams
- Emerge stronger from complex situations
At Radiofònics, we transfer professional journalism know-how to the corporate environment, training real spokespeople for real crisis scenarios through practical methodology and expert feedback.