Not all crisis are played in the public sphere, be it in the media or across social media.

No two crisis are the same, just as no two issue are the same – they affect organisations differently: most usually recover, others don’t.

There are times, depending on the profile and size of the organisation, when the Corporate Affairs/Comms team finds out about issues-soon to become full blown crisis too late. Is the in-house team competent and knowledgeable enough to handle them or ensure they never get caught off-guard?

If a PR agency or consultancy is brought on board to minimise the risk, public exposure or fallout from an impending crisis or brewing issue, are they comfortable they know more and can do more than just “social listening” and “media ops”?

Adding real value and becoming a respected internal function or a much coveted PR agency/consultancy can never happen in competency silos – you need to know much more than how to set up a Crisis Comms/Management team, how to formulate the initial statement and how to engage the media.

Capacity and competence building for both in-house and agency teams with regard to crisis, issues and reputation management should be irrespective of the size, market share and geography of the organisations they work for.

Do you want to assess your agency’s (staff’s) ability to think on their feet and apply their knowledge in any type of crisis that your clients/employer might ask you to handle/manage on their behalf?

Do you want to learn what to look for and ask to ensure you have all the information you need?

Do you want to verify the viability of your organisation’s issues and risk analysis, or the relevance of the proposals you put forward to your clients?

Are you willing to take responsibility for the advice/recommendations you make?

Do you want to become fully comfortable with handling any type of issue, reputation threat or crisis without thinking “media relations” and “digital” first?

I’ve been doing these for almost 20 years, for a variety of organisations, both in-house and in a consultancy capacity, for private and government organisations in almost 40 countries across the world. I’ve written academic courses and delivered numerous workshops on issues, crisis and reputation management.

My clients will never be made public and they will not be a “case study” – none of them ever have and none of them ever will. Issues, crisis and reputation equal “trouble”, not something to be necessarily keen to shout about from the rooftops.

Confidentiality, professionalism, respect and ethics are at the heart of everything I do. And, if they are not at your organisation, you will see how easy it is to make them become a fundamental part of what you do – there is always, always, an alternative to “dark PR”.


Phase 1 – a quality check of your issues, crisis and reputation management process (how you do it), and

Phase 2 – an improvement/optimisation phase (what else you should be doing, how and why)

Phase 1 is a quality check, similar to an audit – a “show me how you do it”, followed by various test scenarios specific to your organisation/clients’ profile. All observations will be included in a “Recommendation Report”.

Phase 2, should it be required, is a full optimisation of the findings of the “Recommendation Report”, thus ensuring your team’s capability, competence and professionalism in handling any issues, crisis and/or reputation management inquiries.

Any and all activities performed must be covered by a Non-Disclosure Agreement (NDA).