Internal Communications During a Crisis

Why Internal Communications Matter in Crises

Employees are your most important stakeholder group during a crisis. They're affected by what happens. They execute your response. They talk to customers, suppliers, and their own networks. How you communicate with them shapes both their wellbeing and your organisation's effectiveness.

For listed companies, internal communications carry additional weight. Employees may hold shares. They interact with investors and analysts. Their morale affects operational performance. Getting internal communications right isn't just good management. It's protecting business value.

Principles of Crisis Internal Communications

Effective internal crisis communications rest on several foundational principles:

1. Speed: Employees should learn significant news from the company, not external sources
2. Honesty: Employees detect corporate spin. Authenticity builds trust.
3. Relevance: Focus on what employees need to know and do
4. Consistency: Internal and external messages must align
5. Two-way: Create mechanisms for questions and feedback
6. Leadership visibility: Senior executives should communicate directly

These principles often create tensions. Speed can conflict with completeness. Honesty might conflict with legal caution. Navigating these tensions is where internal communications skill matters most.

Communication Timing and Sequencing

When employees learn news matters almost as much as what they learn. Ideal sequencing sees employees informed before or simultaneously with external audiences.

When prior notification isn't possible, acknowledge this. "You may have seen media reports about... We wanted to share directly what we know." Employees understand crises move fast. What they don't accept is feeling ignored or deprioritised.

Key Messages for Internal Audiences

Internal communications need to address specific employee concerns that external communications may not cover. Beyond factual information about the crisis, employees typically want to know about job security, operational changes, what to tell customers who ask, how to handle media enquiries, where to get support, and what happens next.

Address these concerns directly rather than hoping employees don't think of them. If you can't provide complete answers, acknowledge uncertainty honestly. "We don't yet know the full impact, but we're committed to keeping you informed as we learn more."

Channels for Internal Crisis Communication

Different channels suit different internal communication needs. A comprehensive approach typically uses multiple channels for complementary purposes.

1. Email: Detailed information, official record, reaches everyone
2. Intranet/Internal site: Comprehensive information, FAQs, updates
3. Town halls/All-hands: Leadership visibility, Q&A, emotional connection
4. Manager briefings: Enable managers to support their teams
5. Chat platforms: Real-time updates, quick questions
6. Video messages: Personal connection from leadership

The choice of primary channel sends its own message. A CEO video communicates that leadership takes the situation seriously. An email from corporate communications feels more routine. Match channel gravitas to crisis severity.

At Corpcast, we help executives create video content for internal communications. A well-produced video message can reach distributed workforces effectively while demonstrating leadership engagement that text communications cannot match.

Manager Enablement

Managers are the front line of internal communications. Even with excellent central communications, employees will turn to their direct managers for interpretation and support. Managers need to be equipped for this role.

Manager enablement includes advance briefing before communications reach their teams, talking points addressing likely team questions, clear guidance on escalation for questions they cannot answer, permission to show appropriate emotional response, and support resources for managers under stress themselves.

Don't assume managers know how to handle crisis communications. Many have never faced serious crises. Providing guidance and support helps them help their teams.

Managing Rumours and Misinformation

Information vacuums fill with speculation. When employees don't know what's happening, they guess. Rumours spread through informal networks, often becoming more alarming with each retelling.

Combating rumours requires proactive communication that addresses likely concerns, rapid response to emerging misinformation, channels for employees to ask questions confidentially, explicit correction of specific false information, and acknowledgement of what you don't yet know.

The instinct to share only confirmed information can backfire. Better to communicate what you know, acknowledge what you don't, and commit to updates than to stay silent while rumours multiply.

Remote and Distributed Workforces

Modern workforces are often distributed across locations and working arrangements. Internal crisis communications must reach employees wherever they are.

Considerations include time zone awareness for global organisations, access for employees without regular email or intranet, multiple channels to ensure coverage, recording and availability of live sessions, and follow-up for employees on leave or unavailable.

Test your internal communications reach before crises occur. Knowing you can reach all employees quickly is valuable information. Discovering gaps during a crisis is not.

Employee Wellbeing

Crises affect employee wellbeing. Uncertainty creates stress. Negative news about their employer can be personally distressing. Some crises involve direct trauma for affected employees.

Internal communications should acknowledge the human impact and provide support resources. This might include employee assistance programmes, mental health resources, or simply permission to discuss concerns with managers.

Tone matters particularly here. Communications that focus purely on corporate messaging while ignoring employee feelings feel tone-deaf. Acknowledge that this is difficult while maintaining confidence that the organisation will navigate through.

Post-Crisis Internal Communication

When crises resolve, internal communications shouldn't simply stop. Employees want to understand what happened, what changed, and what it means for the future.

Post-crisis communications should cover lessons learned, recognition of contributions during the crisis, changes being implemented, and return to normal operations. This closure helps organisations move forward rather than leaving crises as unresolved experiences.

Contact our team at hello@corpcast.co.uk to discuss how we can support your internal communications capabilities.