We continued our celebrations of the CIPR Crisis Communications Network’s fifth anniversary with one of our Open House events. These events are all about giving members the floor. And, with our anniversary theme of Celebrating our Past: Shaping Your Future, we wanted to hear what members thought we should do more of, what we might do differently – or even stop doing – and, of course, which themes, speakers and formats we should be exploring in the year ahead and beyond.
With microphones open and cameras on, it was great to see so many familiar faces, alongside some new ones.
Our Co-Chair, Katherine Sykes, kicked things off by reminding us how the Network came into being during Covid. Communicators found themselves thrust even further into the spotlight, heavily relied upon by management teams grappling with an unprecedented situation. And, of course, we were all experiencing that uncertainty in our personal lives too.
For committee members involved from the outset, creating the Network provided a positive focus during an exceptionally difficult time. More importantly, it ensured that lessons from pandemic crisis communication were preserved and developed. Our ambition was to become the UK’s leading forum for crisis communications.
What was clear from our Open House discussion was that members want a Network that continues to challenge, inform and equip them for the realities of crisis communication.
We will leave it to others to judge how successful we have been, but the numbers are certainly encouraging.
In five years, we have:
- Hosted 42 events, averaging more than eight a year.
- Attracted 5,300 registrations for those events.
- Helped CIPR members earn more than 26,000 CPD points – and that is before counting the learning available through our blogs and three best-practice guides.
- Published an impressive 122 blogs, averaging around 24 a year.
Our events have brought together some of the great names in crisis communication, sharing their experience and insights. Guests have ranged from disaster recovery expert Professor Lucy Easthope and leading practitioners such as Mary-Ann Anyikam of Hewlett-Packard, to internationally recognised academics including Dr Timothy Coombs and Tony Jaques. Their contributions have helped our events regularly feature among the best-attended CIPR Group events.
Our blogs have also grown in ambition and reach. Initially written largely by committee members, they increasingly come from people we approach – or who approach us – from across the crisis communications and reputation management professions. The subjects have been wide-ranging: from cyber-attacks to supporting team wellbeing during a crisis; from communicating after a terrorist attack to the importance of ethics in crisis communication.
We have also built a LinkedIn community of more than 5,100 followers, extending our reach well beyond the just over 1,100 CIPR members we have in more than 50 countries around the world.
We have also built a LinkedIn community of more than 5,100 followers, extending our reach well beyond the just over 1,100 CIPR members we have in more than 50 countries around the world. And we are the only CIPR Group with its own website, providing a home for our blogs, guides and regular updates.
So much for celebrating the past. What about the future?
We invited attendees to share their views on what the Network should focus on next. Some clear themes emerged.
More conversations with people who have been there
Our In Conversation With format proved particularly popular. Members value the opportunity to hear in depth from a leader in their field through a one-to-one interview led by a member of the Network committee.
There was a clear appetite for more of these events, especially conversations with in-house practitioners who have navigated a crisis and have valuable lessons to share. Public-sector leaders were also highlighted as people whose experiences members would like to hear more about.
More opportunities to practise
Our two crisis simulations have both proved popular, and attendees were keen to see more. We would always encourage organisations and their advisers to run crisis exercises: there is no substitute for testing how people respond when events start to unfold.
Of course, designing a realistic and challenging simulation takes considerable work. Developing a credible scenario, with a series of developments that test decisions and responses as the situation evolves, requires thought and research. Our events have given members a taste of what makes an effective crisis exercise – and why the investment is worthwhile.
The changing media landscape
Another suggestion was an event exploring how the changing media ecosystem is reshaping crisis communications.
Many organisations still focus heavily on anticipating and preparing for media enquiries. That remains important, but stakeholders increasingly get their news and information from a much wider range of sources, particularly social media. How should crisis communicators adapt?
One attendee summed up the shift rather neatly: “10 years ago, if Sky News gave you a 10-minute slot to contain the narrative, you’d jump on it. Nowadays, 30 seconds on TikTok would be more effective.”
And there is another development we cannot ignore: the growing influence of generative engine optimisation (GEO) and AI-powered search in shaping what people find out about organisations facing a crisis.
And there is another development we cannot ignore: the growing influence of generative engine optimisation (GEO) and AI-powered search in shaping what people find out about organisations facing a crisis. How do we ensure that accurate information is visible, accessible and not lost in the noise?
What behavioural science can teach us
Another idea was a focus on behavioural science. Behavioural science was very much in evidence in the messaging around Covid. But what can it teach us about communicating the risks and crises we face today?
The UK Government’s recent Be Ready campaign, advising citizens to have emergency supplies to last at least three days, generated comment from Open House attendees. Some media coverage encouraged people to think in terms of stockpiling – probably the last thing the Government wanted.
Could a better understanding of behavioural insights have helped shape the messaging and anticipated how people might interpret it? This is certainly an area worth exploring.
Measuring success and developing new skills
We also asked members which skills they felt crisis communicators needed to acquire, or which existing skills needed a refresh.
Measuring the success – or otherwise – of a crisis response was one suggestion. Measurement has long been something of a Holy Grail in crisis communications, as it is in PR more generally. What does good measurement look like? How can we move beyond media coverage and sentiment to assess whether a response has protected trust, supported stakeholders and helped an organisation recover? An event or blog exploring the latest thinking would be valuable.
Another suggestion was how to brief and prepare media spokespeople, particularly those who may find themselves navigating unfamiliar formats and platforms. The skills needed for a traditional broadcast interview are not necessarily the same as those required for a social media video or a live online discussion.
The human side of crisis and the road to recovery
Other ideas included how to communicate with victims – sadly, an all-too-topical subject – There is also much more to explore about how organisations communicate with those most directly affected by a crisis, and how they demonstrate care, accountability and a genuine commitment to putting things right.
The importance of recovery after a crisis also came up. Recovery is often the most overlooked phase of a crisis. It is understandable that, once the immediate threat has passed, organisations want to get back to normal. But, as us crisis communicators often point out, if normal was what caused the crisis in the first place, perhaps reflection and renewal are more appropriate responses.
And the word for 2027 is…?
Our Special Adviser, Rod Cartwright, posed a good question to the assembled members. If resilience had been the word of 2026, what should the word be for 2027?
Agility was one very good suggestion. Given the complexity and volatility of the world around us, even the best-laid plans can leave organisations facing situations they could never have anticipated.
One committee member suggested survival.
Goodness – we certainly have our work cut out!
What was clear from our Open House discussion was that members want a Network that continues to challenge, inform and equip them for the realities of crisis communication. The issues may change, the channels may multiply and the skills required may evolve, but the need to share experience, learn from others and promote best practice remains as important as ever.
Five years on, we are proud of what the Network has achieved. But an anniversary is not just a chance to look back. It is an opportunity to ask what comes next – and to make sure that our members help shape it.
So, thank you to everyone who has contributed, attended, written, spoken, challenged and supported us over the past five years. We look forward to the next chapter. And an especially big thank you to our Co-Founder and Co-Chair, Katherine Sykes, who had the original idea for the Network those five years ago. Following this Anniversary Open House, Katherine stepped down to pursue her many other commitments and we wish her well!
Author: Chris Tucker, Chair, CIPR Crisis Communications Network
Image: AI generated – A diverse team gathers for an open discussion about crisis preparedness and response.
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