If your first real conversation about crisis happens after the crisis hits, it’s already too late. Whether you run a Cape Flats NPO, a Johannesburg fintech, or a district municipality in Nelspruit, one truth remains: no organisation is immune to crisis – but every organisation can be better prepared for one.
Drawing from leading global crisis communication best practices, South African business owners, NGO directors, and public leaders can build readiness before disruption strikes.
1. Accept that crisis is inevitable
“If you’ve never had a crisis, it just means you’re not big enough yet – or not watching closely.” – James E. Lukaszewski
In South Africa, organisations face multiple overlapping risks:
- Political and labour unrest
- Public health threats
- Infrastructure failure (power, water, IT systems)
- Social media activism and reputational attacks
- Legal or ethical missteps
- Natural disasters or crime-related events
The first step is mental readiness. Move from “It won’t happen to us” to “What will we do when it does?”
2. Build your core crisis team now
Don’t wait for a crisis to decide who’s in charge. Assemble a small, cross-functional crisis response team that includes:
- CEO/MD or senior leader
- Communications/PR head (or external consultant)
- Legal or compliance advisor
- HR (especially for internal crises)
- Operations or site management lead
- IT/cybersecurity (for digital threats)
Assign roles clearly. Who speaks to the media? Who monitors social platforms? Who liaises with victims or regulators? In a crisis, confusion costs time – and time costs reputation.
3. Identify your greatest vulnerabilities
“Most crises are foreseeable. The problem is leaders don’t like looking at their own blind spots.” – Eric Dezenhall, Glass Jaw
Conduct a risk audit:
- What are your most likely crisis scenarios? (e.g. data breach, fraud, protests, product failure)
- Where are you exposed reputationally? (e.g. customer dissatisfaction, inequality, governance gaps)
- What would cause your customers or community to turn on you?
Use real-world local examples to test your thinking. Could your business survive a scandal like the Spur racial profiling incident? Could your NGO handle the media pressure of an internal abuse allegation?
4. Create a simple crisis communications toolkit
Jason Vines reminds us that clarity and speed matter more than PR polish. Every organisation should have:
- A crisis contact sheet (internal and external stakeholders)
- Pre-approved holding statements for common scenarios (e.g. “We’re aware of the incident and investigating.”)
- A media response protocol (who speaks, how fast, what channels)
- Social media access controls (so the wrong person doesn’t post in panic)
Update this toolkit at least twice a year – and test it.
5. Train your team – not just your spokesperson
Crisis leadership is not just for the CEO or PR rep. All staff need to know:
- Who to notify when something goes wrong
- What they can and can’t say publicly
- How to support victims or distressed clients
Even a receptionist or security guard can be the first point of contact in a crisis – and their response can shape the story.
Consider doing simulation exercises: walk through a mock data leak, accident, or protest scenario. Debrief. Improve.
6. Prepare for digital speed
A tweet can go viral in 15 minutes. A WhatsApp rumour can destroy trust in one morning. Don’t rely on slow, top-down communication. Have:
- Pre-planned messaging formats for SMS, social, and WhatsApp
- Monitoring tools or partners to track public sentiment
- The ability to correct misinformation quickly
This agility matters especially in South Africa, where community sentiment can escalate far faster than corporate processes.
7. Build a bank of trust before you need it
“You can’t build a good reputation in a crisis – you can only use the one you already have.” – Jason Vines
Are you transparent and ethical in your day-to-day business? Do your staff feel heard? Do your customers believe in your values? Crises test reputation – but they don’t create it. A crisis plan works best when it’s anchored in authentic leadership and public goodwill.
Final thought: Preparedness is a strategic advantage
South African leaders don’t need more fear. We need more foresight. A crisis plan is not a “nice to have” – it’s a risk-reduction tool, a reputation shield, and an act of leadership. Don’t wait for the next headline, prepare now, lead later!
