The session, presented by Corlette Walbridge, Director at Third Act Consultants, and Camilla Mseme-Bukashe, Communications Consultant at Third Act Consultants, examined how clear, timely and strategic communication can help organisations respond effectively when faced with challenging and uncertain situations.
Communicating through a crisis
With organisations facing increasingly complex risks and rapidly evolving situations, effective communication is critical to managing a crisis. The session explored how organisations can communicate with clarity, manage stakeholder expectations and maintain trust when it matters most.
Crises are no longer isolated events that unfold in a predictable way. Digital platforms and social media have changed how quickly issues emerge, spread and escalate, while artificial intelligence (AI) and disinformation add further complexity to an already challenging environment. An issue that begins within an organisation can quickly attract media attention, influence public opinion and place pressure on clients, employees, investors and other stakeholders.
The presenters highlighted three consistent priorities for organisations navigating a crisis: putting people first, exercising sound judgement, and communicating timeously and honestly. Trust can be lost quickly when organisations delay their responses or fail to acknowledge the concerns of those affected. Even when all the answers are not available, communicating what is known, what remains uncertain and what happens next can help maintain confidence.
Understanding the nature of a crisis
The presentation identified three broad types of crises, each requiring a considered response.
A crisis can emerge unexpectedly, with an immediate impact that may subside relatively quickly. Other issues develop in waves, recurring over time as complaints or concerns resurface. A third type involves risks that build gradually and could have been identified and mitigated earlier.
Recognising the type of crisis is important because the response needs to reflect the circumstances. Early intervention can prevent an emerging issue from escalating, while recurring problems require organisations to understand their underlying causes rather than treating every incident as an isolated event.
The presenters also emphasised the importance of understanding the broader stakeholder environment. Employees, clients, the media, non-governmental organisations, policymakers, influencers and investors can all shape how an issue develops. Their responses influence one another, making a coordinated approach across internal and external stakeholders essential.
Lessons from real-world scenarios
The session illustrated how communication can influence the outcome of a crisis through three case studies.
In a luxury tourism incident in Botswana, a hippo attack left an American guest critically injured, while restrictions on night flights delayed the guest’s evacuation until morning. The family was distressed and threatened legal action and exposure in the US media.
Rather than focusing on defending the lodge, the response prioritised the family’s concerns and practical support. The lodge, broker and insurer aligned around one communication strategy, with messages approved by the insurer. Communication moved from informal WhatsApp exchanges to documented emails through a dedicated contact, while a holding statement and media enquiry protocol ensured the lodge was prepared to respond consistently.
Within 72 hours, fragmented communication had been replaced by a coordinated, documented and media-ready response. Despite the initial threats, the matter was managed without public escalation.
A second case involved a rehabilitation hospital where a family disagreement over an elderly patient’s discharge developed into allegations of negligence. Instead of responding with a formal legal letter, the complaint was treated as a family dispute, with the patient’s welfare remaining the priority. A personal telephone call allowed the family’s concerns to be heard, followed by a short, empathetic response approved by the insurer.
The matter was resolved within a week, with no further escalation and no claim.
The third case concerned a creche where rumours spread by a former employee led parents to allege child mistreatment and threaten legal action. The owner, broker and insurer agreed on a consistent position within hours. Communication focused on the safety and wellbeing of the children, while an independent labour report provided findings that could be shared with parents. Messages were written in Afrikaans, using the owner’s own words to ensure they sounded sincere rather than scripted.
Tensions eased within two weeks, and the matter closed two months later without legal action or a claim.
Together, these examples demonstrated the value of empathy, coordinated messaging, appropriate communication channels and early intervention. They also showed that a defensive or overly legalistic response can risk escalating a situation that may be resolved through listening, reassurance and clear communication.
Preparation is key
Effective crisis communication starts long before an incident occurs. Organisations need to understand their vulnerabilities, identify priority stakeholders and establish clear processes for responding when an issue arises.
The presenters highlighted practical tools that can support crisis preparedness, including crisis management playbooks, training, key messages, holding statements, questions and answers, stakeholder engagement plans, employee communications and media talking points. Crisis simulations can also help teams test their readiness and understand how to respond under pressure.
Having these resources in place helps organisations respond more quickly and consistently when circumstances change. It also gives decision-makers a clearer framework for determining what to communicate, who needs to receive the information and which channels are most appropriate.
Protecting trust and reputation
For insurance professionals, a crisis can extend beyond the immediate incident to affect relationships between clients, brokers, insurers and other stakeholders. When an issue arises, understanding its root cause, identifying who may be affected and bringing the relevant parties together early can help limit reputational damage and prevent unnecessary escalation.
The session reinforced that effective crisis communication is not simply about managing what is said publicly. It is about understanding people’s concerns, exercising sound judgement and ensuring that communication remains clear, consistent and appropriate to the situation.
By preparing in advance and responding with empathy, honesty and purpose, organisations can better navigate uncertainty, protect stakeholder trust and strengthen their resilience when a crisis occurs.
