When a crisis hits – whether it’s a reputational scandal, operational disaster, or social media firestorm — the first 24 to 48 hours are where reputations are saved or lost. In this window, leadership is not optional. It’s urgent.
Three of the world’s most respected crisis thinkers – James Lukaszewski, Eric Dezenhall, and Jason Vines – each stress that these early hours are not just about action, but about visibility, voice and values.
Here’s what every South African organisational leader must do in that crucial first phase.
1. Speak quickly – Even if you don’t have all the answers
“If you’re not talking, someone else is — and probably against you.” – James Lukaszewski
Silence in a crisis is deadly. Lukaszewski argues that a leader’s first job is to acknowledge the situation – even before all the facts are in. People don’t expect perfection, but they do expect presence.
What this looks like:
- Issue a brief holding statement: “We are aware of the situation, we are investigating, and our priority is to protect those affected.”
- Assign a single visible spokesperson to lead public response.
- Avoid “no comment” — say what you can, clearly and consistently.
This is especially vital in the South African context, where community trust can turn quickly and media cycles move fast through WhatsApp, Twitter (X), and radio.
2. Put People First — Not the Brand or Bottom Line
“When there are victims, start there. Show empathy. Speak to hearts before headlines.” – James Lukaszewski
Before you explain, correct or defend, acknowledge the harm – whether it’s real or perceived. This is where many organisations fail, especially those trying to “manage the optics” instead of facing the human impact.
What this looks like:
- Express concern for those affected – customers, staff, or the community.
- Offer support, even if liability isn’t clear.
- Avoid technical or legal language. Be human.
In South Africa, where historical trauma and social inequality are still present, empathy is not optional – it’s essential.
3. Control the Narrative Before It Controls You
“Perception moves faster than truth.” – Eric Dezenhall in Glass Jaw
In Glass Jaw, Dezenhall warns that media and social pressure often escalate faster than organisations can respond. The media logic is emotional, not factual – and inaction gives the public room to fill the void with fear, speculation or rage.
What this looks like:
- Monitor media and online spaces actively – and respond where influence matters.
- Correct misinformation without being combative.
- Set the tone early: “We are here, we are listening, we are acting.”
Don’t let a crisis define you. Instead, frame the story with truth and care – or others will define it for you.
4. Don’t Overmanage the Message — Be Real
“You don’t spin your way out of disaster. You show up. You own it.” – Jason Vines,
What Did Jesus Drive?
Vines, a veteran of the American auto industry, managed crises ranging from vehicle recalls to religious backlash. His core message? Stop trying to sound like a corporate robot. Speak like a leader.
What this looks like:
- Drop rehearsed lines. Speak plainly and with conviction.
- Apologise when appropriate — sincerely, not strategically.
- Avoid hiding behind junior staff or long email chains. Leadership must be visible.
South Africans are particularly attuned to insincerity and deflection, and will hold leaders accountable for dodging responsibility.
5. Gather Facts Fast — But Don’t Wait for the Full Picture
Lukaszewski cautions leaders against “paralysis by investigation.” It’s critical to begin gathering information immediately – but not at the expense of public visibility.
What this looks like:
- Launch an internal team to investigate.
- Share what’s known, and commit to updates.
- Make integrity your compass — transparency builds credibility.
Final Thought: This Is Your Leadership Moment
The first 48 hours are not about legal strategy or boardroom debate. They’re about courage, clarity, and compassion. If you lead decisively in this window – not just with words, but with presence – you give your organisation the best possible chance to come through the storm.
As Lukaszewski says: “Crises don’t break organisations. Leaders do – when they fail to lead.”
