When the Storm Hits: How Internal Communications Holds Your Organisation Together
Muhammad Farhan Aslam- MCIM, MCIPR
Empowering Voices, Crafting Impactful Stories, Driving Engagement – Your Partner in Strategic Communications & Marketing.
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The email landed at 9:47am: "All staff to evacuate immediately via the west exit." At 9:49am, a second message arrived: "Disregard previous email. Remain at your desks until further notice." By 9:52am, the phone lines were jammed, managers were getting conflicting instructions, and employees were filming the confusion for social media. The actual emergency – a minor gas leak quickly resolved – wasn't what damaged that organisation's reputation and staff morale for months afterwards. It was the chaos of those five minutes when nobody knew what to believe or who to trust.
In my 27 years working in communications and broadcasting, I've witnessed countless crises unfold. From financial collapses to public health emergencies, from sudden leadership changes to cyber-attacks that brought entire organisations to their knees. Each time, I've observed a clear pattern: the organisations that weathered these storms most successfully weren't necessarily those with the biggest budgets or the most elaborate crisis plans. They were the ones that communicated with their people honestly, quickly, and clearly.
Crisis communications often focuses on external audiences – customers, stakeholders, the media. But here's what many leaders miss: your internal audience matters just as much, if not more. Your employees are your first line of defence during a crisis. They're also your most valuable ambassadors, your problem-solvers, and the people who will either steady the ship or abandon it when things get rough.
Why Internal Communications Matter Most When Everything Feels Uncertain
During challenging periods, employees look to leaders for information, guidance, and reassurance. But they're also looking for something deeper: confirmation that their leaders understand what they're going through and have a steady hand on the wheel.
When internal communications work well during a crisis, they achieve several critical things:
They halt the rumour mill. When official information is scarce, speculation rushes in to fill the void. Rumours are corrosive. They undermine confidence, create unnecessary anxiety, and can paralyse productivity. Prompt, honest communication is the only effective antidote.
They maintain operational continuity. Your people need to know what's expected of them. Clear internal communications translate the crisis management strategy into actionable steps for every team member, allowing work to continue even when circumstances are far from normal.
They protect mental health and wellbeing. Crises are stressful. A humane, empathetic tone in your communications acknowledges the difficulty of the situation and shows that leadership genuinely cares. This isn't soft management – it's essential leadership that fosters loyalty and reduces stress-related burnout.
They preserve trust and reputation. When internal messages are unclear or inconsistent, staff may feel uncertain or disengaged. This often leads to lower morale, higher turnover, and reputational risk. Remember: your employees talk to customers, suppliers, and their networks. They become your voice to the outside world, whether you intend it or not.
What Goes Wrong: The Communication Breakdowns That Make Things Worse
I've seen organisations lose talented people not because of the crisis itself, but because of how poorly they handled the communication around it. People can handle bad news. What they cannot handle is being left in the dark, treated like children, or discovering critical information about their workplace from external sources.
The breakdown typically happens for three reasons:
Leaders wait for perfection. In the rush to get every detail right, organisations delay their first communication. But that delay creates a vacuum that anxiety and speculation quickly fill. An early acknowledgement – even without all the answers – is far more valuable than a perfect message that arrives too late.
Messages lack empathy. When people are anxious, they don't just need facts – they need to feel understood. Communications that focus solely on operational details whilst ignoring the emotional reality of the situation will fall flat, no matter how accurate the information.
Different leaders share different messages. Nothing destroys confidence faster than conflicting information from different parts of the organisation. When employees hear one thing from their manager and something different from the executive team, they don't know what to believe.
So, if those are the pitfalls, what's the path to stable ground? Over the years, I've developed an approach built on three essential foundations that have proven effective across industries and crisis types.
The Three Pillars: Your Framework for Crisis Communication
Effective crisis communication isn't about spin or carefully crafted corporate messages. It's built on three non-negotiable pillars that work together to create trust, reduce anxiety, and maintain operational effectiveness.
Pillar 1: Speed – Your First Message Sets the Tone
When a crisis hits, your first communication doesn't need to have all the answers. It needs to acknowledge reality and establish that you're present, aware, and responding.
I once worked with a manufacturing company facing a serious safety incident. Within two hours, the managing director had sent a brief message to all staff: "I know many of you have heard about the incident at our northern facility. Everyone is safe. We're investigating what happened and I'll update you by 5pm today. If you have immediate concerns, contact your manager or our dedicated helpline."
That message didn't explain everything. It didn't assign blame or offer solutions. But it did something crucial: it showed that leadership was present and engaged. It stopped the rumour mill before it could gain momentum.
The key is to communicate fast, even if your message is simply: "We're aware, we're working on it, and here's when you'll hear from us next." This early acknowledgement, even without complete information, reassures employees that they are being kept in the loop.
In practice: Aim to send your first acknowledgement within two hours of the crisis emerging. Use whatever channel reaches people fastest – even a brief text message or instant message is better than silence whilst you craft the perfect email.
Pillar 2: Transparency – Tell Them What You Know, and What You Don't
There's a common myth in corporate communications that admitting uncertainty shows weakness. The opposite is true. People respect leaders who are honest about the limits of their knowledge whilst being clear about what they're doing to find answers.
Transparency breeds trust. During a crisis, if the communication is unclear or misleading, employees may feel more anxious or disillusioned. If leaders don't have all the answers, it's better to admit it openly rather than offer half-truths or delay information.
During the pandemic, the most effective internal communicators were those who acknowledged what they didn't know: "We don't yet understand how this will affect our industry long-term, but here's what we're doing this week to protect jobs and keep our operations running."
This approach treats employees as adults capable of handling complexity. It also protects your credibility. If you oversell certainty and then have to reverse course, you'll lose trust that may never fully return.
Be honest about the challenges ahead. If redundancies are possible, say so. If you're waiting on external decisions, explain that. If you've made mistakes, own them. Telling the truth, even when the news isn't ideal, helps maintain trust and prevents the spread of rumours.
In practice: Structure your updates with three clear sections: what we know, what we don't know yet, and what we're doing to find out. This framework makes uncertainty feel manageable rather than frightening.
Pillar 3: Humanity – Remember You're Talking to People, Not Resources
Crisis communications often becomes mechanical. Updates arrive as dense paragraphs full of corporate language, devoid of empathy or recognition of the human impact of what's happening.
The most effective crisis communications I've crafted or witnessed acknowledge how people might be feeling. "I know this news is unsettling" or "Many of you will be worried about what this means for your roles" aren't signs of weakness. They're signs that leadership understands the real impact of the crisis.
Employees may be anxious, confused, or even fearful during a crisis. Acknowledging their feelings helps build stronger bonds between leadership and staff. It's important to show empathy, not just in tone, but also in the content of your messages.
A financial services company I advised was facing a significant restructure. Rather than leading with the business rationale, we started with acknowledgement: "This announcement will raise questions and concerns about your future here. That's completely understandable. Here's what we know, what we don't know yet, and how we'll support you through this process."
That simple recognition of the emotional reality created space for the difficult information that followed. It didn't make the news easier, but it made people feel seen and respected.
Show, don't just tell, about support. Clearly outline what help is available – whether it's flexible working options, mental health resources, counselling services, or financial assistance. Practical support speaks volumes about the organisation's values.
In practice: Before sending any crisis communication, ask yourself: "Have I acknowledged how this might make people feel?" If the answer is no, add that human element before you press send.
Practical Strategies: The Tools and Tactics That Work
Beyond these three pillars, here are practical strategies I've found invaluable across nearly three decades of crisis communications:
Establish a Single Source of Truth
Confusion spreads quickly when information comes from multiple, uncoordinated channels. Designate one specific platform – a dedicated intranet page, a specific email address, or a named communication hub – as the official source for all crisis updates.
Appoint a crisis communications team. A small, highly trained group ensures the tone, message, and frequency are consistently managed. Everyone must know who the single point of contact is for enquiries. Make sure all managers are sharing the same information and advice. Conflicting messages from different leaders can make employees feel lost.
Create a Communication Rhythm
Don't send one message and disappear. Establish a regular pattern: "We'll update you every Monday and Thursday at 2pm, or sooner if there's significant news." This predictability reduces anxiety and stops people from constantly refreshing their inbox for updates. Even if there's no immediate new information, a scheduled update that says "no changes since our last message, but we're continuing to monitor the situation" is better than silence.
Match Your Channels to Your Message
During a crisis, different channels serve different purposes. Today's dispersed workforce requires a thoughtful approach to both synchronous (real-time) and asynchronous (recorded/written) communication.
For Speed – Use Synchronous Channels:
For Transparency – Use Asynchronous Channels:
For Humanity – Prioritise Face and Voice:
Don't forget offline channels: Not everyone has constant digital access. Notice boards, printed bulletins, and direct phone calls remain important for reaching all employees, particularly shift workers, field staff, or those in roles without regular computer access.
The key principle: use multiple channels with purpose. In a crisis, sending the same core message through multiple channels isn't wasteful – it's essential to ensure everyone receives the information in a way they can access and process.
Equip Your Middle Managers
Your middle managers are your most important communicators during a crisis. They're the ones answering questions in corridors, on video calls, and during team meetings.
Create simple briefing packs or FAQs so everyone is aligned. Brief managers before the main announcement so they feel empowered, not blindsided. Provide them with clear guidance, anticipated questions, and the authority to have honest conversations with their teams. When managers feel informed and supported, they become your most effective communication channel.
Give them explicit permission to say "I don't know, but I'll find out" rather than making up answers or deflecting concerns.
Create Psychological Safety for Two-Way Communication
Crisis communications shouldn't just be one-way broadcasts. The most valuable information during a crisis often comes from the ground level – operational issues, customer concerns, or emerging problems that haven't yet reached senior leadership.
Encourage feedback from staff and make it easy for people to ask questions or raise concerns. But crucially, create an environment where people feel safe speaking up without fear of punishment or humiliation. Psychological safety isn't just about feeling comfortable asking questions; it's about being able to surface bad news, admit mistakes, or flag potential problems early.
Establish multiple channels for input:
This engagement helps leaders better understand employee sentiments, identify emerging issues before they become bigger problems, and address any lingering uncertainties. It also creates a sense of community and collaboration during challenging times.
Questions and concerns show you what people are really worried about, which helps you refine your communications and address the issues that matter most to your teams.
Be Visible and Present
Leaders who disappear during a crisis create suspicion and fear. Whether through video messages, town halls, or walking the floor (when possible), visibility matters tremendously.
A crisis often puts pressure on leaders to respond quickly, but take a moment before making statements to check facts and listen to other viewpoints. Staying calm, focused, and united sets the example for the whole organisation. You don't need to have all the answers, but your presence reassures people that someone is holding the helm.
The simple act of a senior leader showing up – even virtually – sends a powerful message about priorities and commitment.
Monitor, Measure, and Adapt
You can't manage what you don't measure. During a crisis, you need to track two distinct aspects of your communication effectiveness:
Reach and Consumption (Did they get the message?):
Understanding and Confidence (Did they understand it and feel better?):
Use this insight to adjust your approach in real-time. If email open rates are dropping, try a different channel. If confidence scores are low despite frequent updates, you may need to adjust your tone or content. If the same questions keep appearing, you need to address them more prominently in your next communication.
This feedback loop allows you to improve continuously rather than discovering problems weeks later when trust has already eroded.
What to Avoid: The Mistakes That Erode Trust
Just as important as knowing what to do is understanding what to avoid:
Don't wait for the perfect message. The perfect message that arrives too late is worse than the good message that arrives promptly. Get the essential information out quickly, then refine and expand in subsequent communications.
Don't hide behind jargon. When people are anxious, complex language makes things less clear. Use short sentences and everyday words. Crisis is not the time for business-speak. If your message needs translation to be understood, rewrite it. Aim to be as transparent as possible, explaining the reasons behind decisions.
Don't treat everyone the same. Different groups within your organisation will have different concerns and need different information. Your communications strategy should recognise this and tailor messages accordingly.
Don't forget to keep listening. Communication is two-way. If you're only broadcasting messages without creating space for feedback, questions, and concerns, you're missing half the picture.
Don't underestimate small gestures. Sometimes the most meaningful communication isn't a company-wide email but a manager checking in with their team member, a leader sharing a personal reflection, or an organisation providing practical support.
Maintaining Morale When the Crisis Continues
Whilst practical updates and factual information are important, maintaining employee morale is equally critical when a crisis stretches on.
Clear communication that conveys reassurance and hope can keep employees engaged and motivated. Even when the crisis is ongoing, highlighting the steps being taken to address the situation or reminding staff of the values that unite the organisation can foster a sense of resilience.
Celebrate small wins. Highlight the team's efforts to adapt to challenges. It's not about denying the severity of the situation, but about encouraging everyone to focus on collective strength and future possibilities. This helps maintain a positive outlook without dismissing the very real difficulties people are facing.
Recognition matters enormously during prolonged crises. Acknowledge the extra effort, the flexibility, the patience people are showing. People will endure hardship more willingly when they feel seen and valued.
The Recovery Phase: When the Immediate Crisis Passes
Effective crisis communication doesn't end once the immediate danger appears to subside. Internal communications must remain consistent and adapt as the situation evolves.
As organisations move from a reactive phase to a recovery phase, the messages should shift to reflect hope, resilience, and recovery plans. Don't stop communicating just because the immediate danger has passed. A slow return to silence can make people feel abandoned. Maintain a slightly higher frequency of internal updates for a period to signal stability.
Use the post-crisis period to reflect on how the team handled the pressure. Acknowledge their hard work and reinforce the company values that guided the response. This reaffirms trust and morale and helps the organisation emerge stronger.
Be explicit about the transition: "We're moving from crisis response to recovery mode. Here's what that means for how we'll operate going forward."
Learning for Next Time: The Review Process
After the crisis has passed, conduct a thorough review of your communication response. What worked well? Where were the bottlenecks? What feedback did you receive from employees? These insights are invaluable for refining your crisis communications plan.
Consider questions like:
Use these learnings to improve your approach for the future. Update your crisis communication templates, refine your channel strategy, identify training needs for managers, and strengthen your measurement approach.
Every crisis, whilst difficult, is also an opportunity to strengthen your organisation's communication capabilities and build greater resilience for whatever comes next.
The Long View: Building Trust Before Crisis Strikes
Here's what I've learnt over nearly three decades: organisations that communicate well during crises are almost always those that communicated well before the crisis hit. You cannot build trust in an emergency. You can only draw on trust you've already established.
This means investing in internal communications consistently, not just when things go wrong. It means building a culture where information flows freely, where leaders are accessible, and where honesty is valued more than polish.
When you've established this foundation, crisis communication becomes an extension of your normal practice rather than a radical departure from it. Your people already trust that you'll tell them the truth. They already know you see them as humans, not just human resources. They already believe you have their interests at heart.
Regular practice matters too. Test your crisis communication channels periodically. Run scenarios with your crisis communications team. Keep your contact lists and distribution channels updated. The middle of a real crisis is not the time to discover that your emergency notification system doesn't work or that half your managers don't have access to the crisis briefing portal.
Your Crisis Communication Checklist
As you think about your own organisation's approach to crisis communications, consider these questions:
Final Thoughts: Connection, Confidence, and Clarity
Leading through crisis is never easy, but clear, honest, human communication can make the difference between an organisation that emerges stronger and one that fragments under pressure.
Internal communications are not just about information. They are about connection, confidence, and building shared belief in a better future – even when the present seems difficult.
Your people are capable of remarkable resilience, adaptability, and extraordinary effort when they understand what's happening and believe their leaders are being straight with them. Give them that respect. Communicate with speed, transparency, and humanity. Acknowledge both the facts and the feelings. Be present, be clear, and be real.
In my experience, organisations don't fail because of crises. They fail because of how they handle them. And at the heart of handling any crisis well is the fundamental act of communicating with your people as if they matter – because they do.
When the storm hits, don't let your communications be one more thing that breaks. Let it be the compass that guides everyone through to calmer waters.
Build Your Internal Shield: Don't Wait for the Storm to Practice
The analysis you just completed proves that internal communication is not a post-crisis clean-up job—it is the critical infrastructure that determines if your organisation holds together or fragments under pressure. It is the invisible shield that secures your culture.
I partner with senior leaders and global teams to transform their communication function into a force for trust, resilience, and operational stability. My goal is to ensure your people, processes, and tools are robust enough to withstand the next emergency.
Whether your organisation requires a comprehensive Communications Audit to diagnose and close critical trust vulnerabilities, Executive Coaching to train your C-Suite in transparent and humane dialogue under pressure, or a complete strategy to design and rigorously test your Internal Crisis Playbook, I’m here to help you master the moments that matter most.
Let's discuss how we can transition your team from reactive chaos to proactive confidence.
📩 fa@farhanaslam.co.uk | 🔗 LinkedIn
Muhammad Farhan Aslam - MCIM, MCIPR
Principal Consultant- Communications, Marketing & Engagement
Until next time, communicate with courage, and secure the culture you've built.
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22h27 years watching organisations forget their own people first explains a lot