'Accountability, empathy, intent to rectify are paramount in crisis communication'

Industry leaders delve into an insightful panel on the evolution of crisis communication – how leaders are learning from the past and innovating for the future at the 4^th edition of PR & Corp Comm 30 under 30 Summit,  The panel had Subir Moitra, Head - Media Relation, Weber Shandwick, Anindita Mookherjee Sinha, Senior Communication, Advocacy & Thought Leader, Mento, Tushar Srivastava, VP & Head of Corporate Communications, SpiceJet, Rafi Q. Khan, Founder, Compass Communications, moderated by Amit Arora, Head of Corporate Communications & Public Relations, REA India.

Amit Arora opened the discussion by highlighting the shifts in the field in the current “screen age.” He reflected on how crisis management has evolved significantly over the years and posed his first question to Anindita, asking her to discuss the two most transformative changes she has witnessed over the last decade.

Anindita Mookerjee Sinha shared, “I think the times have clearly evolved, and so has the nature of crisis communication. We have seen changes not only in the frequency but also in the patterns of corporate crises, which have led organizations to adopt a more practical approach. Initially, it was primarily journalists and PR professionals who handled crisis narratives. Now, however, we are in the digital age, where crises unfold and escalate on digital platforms almost instantaneously.” Sinha further advised that in such an environment, the most important thing a corporate leader or crisis manager can do is to stay calm.

The conversation then turned to Tushar Srivastava, who emphasized and explained, “Crisis communications is a dynamic and evolving role. There’s no one-size-fits-all solution. After two decades in journalism and eight years managing crises at SpiceJet, I still reflect after each incident, thinking of what could have been done differently.” He also pointed out the challenges of sensational news, which can distort a company’s message. Sharing his own experiences, Srivastava emphasized that being transparent and honest, though challenging, helps build credibility and manage public perception more effectively.

Subir Moitra expanded the conversation to highlight how AI and social media have revolutionized crisis communication and explains, “In my view, one of the most significant changes is that crisis communication has evolved tremendously compared to where it was eight years ago. It is now more technology-enabled, human-centered, and far more comprehensive. Another important development is the substantial effort companies are investing in training their senior-level executives. Media training has become a core focus for corporations, preparing top leaders to handle crisis communications effectively.”

Adding to the conversation, Rafi Q. Khan pointed out that increase in transparency and direct communication with stakeholders are the two major transformations he has observed so far. 

Discussing the change in consumer behavior in the last few decades, he explains, “Crisis management now goes beyond addressing only the media. It involves carefully considering how to communicate with various stakeholders, including authorities, audiences, investors, and internal teams. This broader approach underscores the growing role of communicators in managing crises today compared to a decade ago.” He further briefs that today, everyone is a vocal opinion-maker, and takes an active role in expressing those opinions.”

The panel also delved into the impact of artificial intelligence (AI) and social media. Subir noted, “The rise of AI and the proliferation of fake news have added new layers to crisis management. While AI enhances our response capabilities, the expertise and sense of timing remain vital for professionals.”

Anindita agreed, adding, “I would say that technology itself is not becoming problematic, but we now have digital stakeholders to consider. With technological advancements, we have progressed in other areas as well. Behavioral research, for example, reveals how the audience’s behavior has changed, largely due to real-time communication channels.” She further added that organizations are now building communities—not exactly as a pre-crisis measure, but as a way to establish credibility and suggests that adopting this digital stakeholder approach will greatly support goals when it comes to handling crises effectively.

Tushar shared his perspective, saying, "I come from the old school of thought and believe that while AI tools can be incredibly helpful, nothing compares to the value of personal relationships with journalists and the media. Building these connections through time and experience is what truly helps when managing a crisis. Whether it’s getting a good story out, stopping a damaging one, or controlling the narrative, those personal relationships are crucial. That’s the challenge, and it’s what we, as crisis communicators, have signed up for."

Khan chimed in on the role of relationships and technology, mentioning, “Relationships matter, and that will never change. However, the entire construct of those relationships has changed significantly over the years. Previously, it was more about one-on-one interactions, but now it is more about what you bring to the table in terms of value within that relationship. 

Regarding technology, Raqi describes that it can be both a boon and a bane for crisis management. “The advantage is that technology allows us to gather information and monitor conversations happening in real-time, which in turn helps us prepare a robust response strategy. However, the challenging aspect is that control over the narrative is no longer fully in our hands,” he shares. 

Taking the conversation forward, Arora then posed a question on the steps brands should take post-crisis to rebuild trust. 

To this, Subir responded, “First, you need to clearly identify your stakeholders and whom you need to talk to. Second, it’s essential to have your narrative in place. Finally, choose the right mode of communication for conveying your message to them.”

Tushar added, “In the aftermath of a crisis, accountability, transparency, empathy, and a genuine intent to rectify the situation are paramount.”

Anindita concluded the conversation by emphasizing that in corporate communication, we have the opportunity to guide and suggest strategies for managing crises. She highlights that many companies often fail to plan post-crisis communication activities, such as issuing an apology or expressing gratitude once the crisis has passed. Lastly, she emphasises that staying calm and clearly communicating what needs to be said, how much to say, and what should be left unsaid is crucial.