The natural tendency is to share good news and hide during bad news. True alpha and trust are built by doing the opposite. Proactively engaging clients and partners during difficult periods is uncomfortable but demonstrates integrity and solidifies relationships.

The most critical step in crisis communication is preparation. Before a crisis hits, identify the top five most likely scenarios for your organization. Then, plan the necessary tools, people, and responsibilities to address them. This ensures you're managing curveballs, not basics, when pressure is high.

Described as "absolutely unflappable," CMO Laura Kneebush reveals her method is a deliberate process, not just a personality trait. When faced with a crisis, she intentionally pauses, listens to understand all perspectives, thinks about the big picture, and only then creates a path forward.

In a crisis, pilots first fly the plane (stabilize), then navigate (plan), and only then communicate. This sequence prevents premature, incorrect actions based on faulty information and is applicable to any business or personal crisis, ensuring a thoughtful, measured response.

When facing intense public scrutiny, leaders must appear calm and measured, even if panicking internally. Afterwards, it is crucial to clarify your position quickly and concisely. This allows you to control the narrative and avoid creating a new, negative news cycle.

Initial reports during a crisis create a "fog of war" and are almost always inaccurate. Reacting immediately based on this faulty information leads to damaging mistakes. It is better to acknowledge the situation publicly, then pause to verify facts before issuing a full response.

In a crisis, the public knows no one has all the answers. Attempting to project absolute certainty backfires. A more effective strategy is "confident humility": transparently sharing information gaps and explaining that plans will evolve as new data emerges, which builds credibility.

During a crisis, transparency is more valuable than certainty. It's better to communicate early and often with the information you have, even if that means admitting you don't have all the answers. People value truthfulness, and saying "we don't know yet" is a valid and crucial update.

During a crisis, create a "mission control" with key agency partners. This "cabinet mentality" reframes the problem as a unified political campaign with a common enemy, fostering collective ownership and generating cross-disciplinary solutions.