I’ve learned this the hard way: when a crisis hits, you find out very quickly who you can rely on.
Not by title.
Not by seniority.
But, by how people behave when the pressure becomes personal, before the answers become clear.
I’ve sat in rooms where decision making slowed because too many people needed to agree. I’ve seen strong legal advice help, and I’ve seen fear of getting it wrong quietly take control. I’ve watched credibility wobble when certainty was performed instead of earned.
Over time, you start to notice patterns.
Below, I’ve set out the working list I use when building or stress testing a crisis response team. It’s not theoretical. It’s shaped by what holds when timelines are tight, scrutiny is public and the margin for error feels small.
- Calm matters.
- Being able to say “we don’t know yet” matters.
- Understanding how journalists think matters.
- And so does having people in the room who are willing to challenge senior leaders when it counts. Titles don’t manage crises – People do.
My working list: How I build a crisis response team
This is what I look for when the pressure is real.
1. Clear authority
Everyone must know who decides.
Fast escalation matters more than consensus.
2. Calm under personal pressure
If criticism becomes personal, the response must remain professional.
Emotional regulation is a leadership skill.
3. Comfort with uncertainty
The ability to say “we do not know yet” protects credibility.
Overconfidence does not.
Fast escalation matters more than consensus.
4. Respect for legal, without being led by it
Legal advice is critical. But communication decisions cannot be paralysed by fear.
5. Strong writing under time pressure
- Clear sentences.
- No jargon.
- No internal language.
6. Stakeholder instinct
Strong crisis leaders think beyond headlines.
They ask who is affected and what they need first.
7. Willingness to challenge senior leaders.
The right advice is not always the comfortable advice.
8. Discipline around updates
Missed timelines damage trust faster than bad news.
9. Understanding how journalists think
Not how organisations wish they thought.
10. Rehearsal before reality
The best teams have practised long before the crisis arrives.
