EXPERT TIPS

No matter the business, a company crisis presents the possibility that employees might find themselves fielding tough questions from curious family, friends, neighbors and mere acquaintances in personal and social settings.

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Just by virtue of where they work, each employee, regardless of job title and function, becomes one of hundreds, if not thousands, of unintentional and unofficial spokespersons. 

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Corporate communicators are skilled at handling challenging conversations in both professional and personal circles. That was my experience except for one occasion when the pharmaceutical industry was under intense scrutiny with critics pinning high prescription drug costs on advertising and promotion. I was at a social gathering chatting with other guests, including about a dozen who were senior citizens. When someone mentioned that I worked for a drug company, they vented at me because most of them were taking at least one of my company’s prescription drugs that the seniors deemed outrageously priced. 

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The experience led me to reflect on how employees handle awkward or unpleasant social situations when there’s undesirable news about their employer, whatever the industry. 

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As a best practice, an organization should have an issues management playbook, including “what if” scenarios that can be tailored to address a crisis as it unfolds. It makes sense to include suggested elevator speech-type responses that employees can use if pressed for information about a company crisis while at home or in social settings. 

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Here's how it could play out:​

• During staff meetings about the crisis/issue, managers could introduce elevator speech options and demonstrate them through role-play examples. It should be made clear that this is not a request or directive for employees to engage, but rather a tool to use should they need it. 

• Simple responses to questions for which details are not already in the public domain might include:

  • I can understand your reaction. I wish I had an answer. If I learn something that I can share, I’ll certainly let you know. You can also keep an eye on our website for updates.

  • My understanding is that company leadership is on top of this and that more details will be shared as they are available. In the meantime, our internet has some information you may want to check out.

• As reinforcement, employees should have the names and contact information of designated company spokespersons to contact immediately if they receive inquiries from reporters (even in personal social situations).

• The workforce should be reminded: 

  • They can acknowledge information officially issued publicly by the organization via news release, holding statement or published on the website. 

  • Any internal communication they receive from senior leadership or their manager about the issue/crisis is not for written, verbal or online public dissemination by employees. 

  • They should not confirm or deny speculative comments.

  • A simple response such as those suggested may help to de-escalate an uncomfortable conversation. 

• Establish an internal email channel monitored by corporate communicators where employees can submit problematic inquiries they have received from friends or family. That input can also help to inform FAQs/talking points for external use. 

• Regularly distribute to the workforce corporate policy regarding posting company news on their personal social channels: LinkedIn, X, Bluesky, Facebook, TikTok, etc.
   

Following these tips offers management the opportunity to reinforce corporate support for employees and to demonstrate recognition of challenges they may face outside the workplace during a crisis.

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Jeff Winton Associates consultant Susan Yarin is a veteran corporate communications specialist who has nearly 40 years of tough questions and answers to reflect on.