Tag: Mangold Consultancy

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Why crisis response today is about judgement over information

Abby Mangold presenting to a small team

One of the most dangerous assumptions I see in crisis response today is this:

That the truth will speak for itself (in the age of AI and fabricated content).

It will not.

I have learned that in moments of uncertainty, people do not wait for facts.

They look for signals.

  • Who speaks first.
  • Who sounds credible.
  • Who appears composed.
  • Who seems to care.

This is why crisis response today is less about information and more about judgement.

When deepfakes, edited clips and misinformation are circulating, the organisations that hold trust are the ones that already have three things in place.

First, decision discipline.

Someone who knows when to speak and when not to.

Not everything needs an immediate response, but everything needs a considered one.

Second, language that sounds human under pressure.

Audiences can sense scripted reassurance instantly.

In high-risk moments, tone matters as much as facts.

Third, leaders who have rehearsed uncertainty.

Not just the scenario, but the discomfort of not having all the answers.

What I have seen repeatedly is this:

Organisations do not fail because they lack technology, they fail because they have not prepared their people to lead when certainty disappears.

AI makes crises faster and noisier.

If you are relying on tools alone to protect trust, you are already exposed.

To ensure your team is ready for the digital challenges of today, explore our Social Media Crisis Management services.

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What I have learned about the first 60 minutes of a crisis

The first 60 minutes of a crisis

I am often asked what matters most in the first hour of a crisis.

  • Not the wording of the statement.
  • Not the headline.
  • Not the volume of coverage.

What matters is behaviour.

After years at the BBC and then working alongside leaders in live crisis situations, the first 60 minutes are where most avoidable damage either happens or is prevented.

  • Confusion about who makes decisions, fills gaps quickly.
  • Assumptions creep in when facts and unknowns aren’t separated early.
  • Language that protects the organisation before acknowledging impact is noticed immediately.

I’ve set out below the structure I return to when those first decisions matter most.

You can’t control reaction, but you can control consistency.

You can’t rush readiness.

And a strong statement won’t rescue a spokesperson who isn’t prepared to speak.

Most crises don’t escalate because of what’s reported.

They escalate because of what happens in that first hour, behind closed doors.

That’s the part I keep coming back to.

In a live crisis, this is the structure I come back to every time

Step 1: Decide who is in charge

  • One decision owner
  • One deputy
  • No committees

Step 2: Separate facts from assumptions

I ask teams to write two lists on day one:

  • What we know for certain
  • What we believe but cannot yet prove

Never merge them. This is where most credibility is lost.

Step 3: Put affected people first

If your first draft opens with the organisation, rewrite it.
People notice immediately when language protects the institution before acknowledging impact.

Step 4: Control time, not reaction

  • You cannot control how people respond.
  • You can control when you update and how consistent you are.
    Silence without a timeline invites speculation.

Step 5: Agree what you will not do

Before speaking, I ask teams to agree:

  • No speculation
  • No blame
  • No rushed statements to “get something out”

Step 6: Prepare the spokesperson before the statement

A weak spokesperson cannot be saved by strong wording.
If the person speaking is not ready, stop.

Step 7: Set the next update

Even if there is nothing new to say yet. Trust grows when people know when they will hear from you again.

What I have learned:  Most crises escalate because of behaviour, not headlines.

Contact us to discuss how we can support your leadership team during the critical first 60 minutes of a crisis.

The first_60 minutes of a crisis

 

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How to build an effective crisis response team

Abby Mangold and Jess Mangold in meeting

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.

 

To learn more about stress-testing your internal response structures, visit our Crisis Planning and Preparation page.

How I build a crisis response team
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What I have learned about apologies under pressure

Apologies Under Pressure

Mastering apologies under pressure requires simplicity and a human touch. If you ever have to apologise publicly, this will matter more than you expect.

Most people don’t get apologies wrong because they don’t care. They get them wrong because pressure changes how they think. Language tightens. Legal instinct kicks in.

The focus shifts to intent, explanation and protection, often without realising it.

I’ve seen well-intended apologies make situations worse simply because they stopped sounding human.

Below I’ve set out what I’ve learned about apologies under pressure. These are based on the patterns that show up again and again, when statements are drafted quickly, reviewed heavily and read closely by the people who matter most.

What works is usually simplicity.

An apology is about what others experienced and what changes next. That’s where trust is either rebuilt or lost.

What works and what doesn’t when delivering apologies under pressure

I have reviewed and rewritten more apology statements than I can count, and the same mistakes appear again and again

What works

  • Acknowledging impact before intent
  • Saying sorry without conditions
  • Naming responsibility clearly
  • Explaining what is changing, not what was meant
  • Committing to a next step with a timeframe

What does not work

  • “If anyone was offended”
  • Defensive context in the opening lines
  • Passive language
  • Over-lawyering
  • Talking about reputation or brand

A simple test I use

One test I always come back to is this:

Say it out loud, as if you were speaking directly to the person affected. If it doesn’t sound like something you’d say face to face, it won’t land as sincere.

 Does this feel like I’m talking human? If not, rewrite it.

One rule I never break

An apology is not about how you feel.

It is about what others experienced.

Contact us to discuss how we can help you craft sincere and effective corporate communications that protect your reputation.

What I have Learned About Apologies Under Pressure
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Customer service – You say it best when you say nothing at all

Customer Services

We all have foibles when it comes to good service. Loud background music in your favourite restaurant – no thanks. Unsuitable substitutes in an online shop or a sell-by date less than 24 hours after it arrives. To me, these are like sour milk in my tea. A complete turn off, which could turn me to the Oat-side.

Continue reading “Customer service – You say it best when you say nothing at all”