Develop Reactive Messaging Before a Crisis Hits
By Lucy Meneghello for Communiqué PR
In PR, reactive messaging is no longer an option—it’s a necessity. This strategy encompasses the development of a response to inbound media inquiries or other requests for comments following a major event.
As the name suggests, most organizations develop this response reactively. But the best reactive messaging isn’t created in the moment. It’s prepared in advance.
Let’s break down why this proactive approach to reactive messaging matters and how you can make it work for your organization.
The Case for Preparation
Reactive messaging is your safety net. It ensures you respond quickly, clearly and confidently when something goes awry. Public perception can change in minutes. Communication delays can escalate issues, spark misinformation and erode trust.
Though proactively developing reactive messaging may seem redundant, it’s anything but. Crafting messaging ahead of time means you’re not scrambling under pressure. By having a plan in place, you’re not just reacting; you’re leading the conversation.
This is also true for internal communications. Employee satisfaction and trust keep operations running smoothly. Communicating proactively with employees ensures that your best brand ambassadors will remain on your side.
Anticipating Scenarios: Hope for the Best, Plan for the Worst
No one wants to dwell on worst-case scenarios, but thinking critically about potential risks is essential. Start by assessing your organization’s vulnerabilities. Are there operational challenges that could spark customer complaints? Industry trends that might draw scrutiny? Internal announcements or organizational changes that could have broader ripple effects?
Once you’ve identified potential scenarios, stay vigilant. Media monitoring, whether through news alerts or industry publications, can help you spot issues before they blow up. The sooner you see a potential problem, the better prepared you’ll be to address it.
Messaging Tiers: One Size Doesn’t Fit All
Not every situation calls for the same kind of response. That’s where messaging tiers come in, ensuring you’re ready to respond quickly without overreacting to or underplaying the situation.
Some situations might only require a short reactive statement, especially when you don’t foresee extensive inbound inquiries. In these cases, it’s best to be as straightforward as possible—no need to give any unnecessary detail that might draw further scrutiny.
For more significant issues, developing a more robust messaging plan becomes necessary. Plans should include a summary of the situation, a timeline of anticipated events and subsequent communications, specific audiences for these communications, a reactive statement and key messages. Feel free to add or remove elements as you develop your plan—you’ll figure out what does and doesn’t work as you think through your communications strategy.
It may seem redundant to develop both a reactive statement and key messages—ideally, you’ll only need to use the reactive statement. But key messages serve as a helpful fallback for further inquiries and can help guide spokespeople if they’re put on the spot.
As you develop your messaging plan, make sure stakeholders know which elements are for internal use only and which you plan to share with external sources.
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