In South Africa, the word “crisis” is often used to describe power cuts, service delivery protests, reputational scandals, or even a misstep on social media. But when everything feels like a crisis, we risk losing sight of what a real crisis actually is – and how to lead through one.
Whether you’re leading a township-based small business, an NGO in the Eastern Cape, or a national government department, understanding the anatomy of a crisis is the first step in building resilience and protecting your credibility.
So, What Is a Crisis?
A crisis is not just something going wrong – it’s a trust-breaking, operations-halting moment that damages reputation and affects people.
James E. Lukaszewski, one of the world’s most respected crisis advisors, defines a crisis as a “people-stopping, show-stopping, trust-breaking event” that forces leaders to act under pressure – often without all the facts.
Most real-world crises share five key traits:
1. Surprise – The event hits unexpectedly.
2. Uncertainty – Reliable information is limited or unavailable.
3. Rapid escalation – The situation worsens quickly.
4. Loss of control – Leaders feel overwhelmed or underprepared.
5. Public attention – The media, customers, and communities are watching closely.
Crisis in the South African Context
We’ve seen all five elements at play in some of South Africa’s most significant crises:
- Tiger Brands’ 2018 listeriosis outbreak: A deadly food contamination crisis that shocked the public. The slow, unclear response damaged the company’s brand and cost lives – highlighting how operational failure, when paired with poor communication, becomes a full-blown crisis.
- Cape Town’s Day Zero water crisis: A looming environmental issue that became a national and international reputational crisis. Despite technical planning, the messaging gap fuelled fear and public backlash.
- Social media backlash against SMEs: In recent years, several small businesses have faced damaging online boycotts over customer complaints, pricing issues, or perceived ethical missteps. For smaller brands, even one viral post can escalate into a crisis.
Learning from the Auto Industry: What Did Jesus Drive?
In What Did Jesus Drive?, former Nissan and Chrysler communications chief Jason Vines argues that the biggest mistake organisations make in a crisis is responding too late, denying fault, or staying silent. In his words, “You don’t control a crisis by hoping it fades. You manage it by being honest and visible – early.”
This insight holds especially true in South Africa, where public sentiment spreads fast via WhatsApp, TikTok, and talk radio. If leaders don’t step forward quickly and clearly, the narrative is set by others.
Final Thought: Define It Before It Defines You
Understanding what a crisis truly is – and how quickly it can spiral – is the first step in building a resilient organisation. Whether you’re running a small logistics firm in Polokwane or heading a national NGO, clarity in definition leads to clarity in response.
