"In a crisis, the plan you trained for is the only plan you have."
Crisis Communications
Instructor Sele: When a crisis unfolds, what you say, what you don't say, and who you say it to are as operationally critical as any physical response. Bad crisis communication creates panic, enables rumour, and exposes the client to legal and reputational damage. This module teaches you to communicate with control.
Section 1 — Why Crisis Communication Matters
Information is a resource in a crisis. Accurate, timely, controlled information: keeps response teams co-ordinated; prevents panic among staff and civilians; manages client and stakeholder expectations; protects against misinformation and rumour; provides legal protection through accurate documentation.
Every piece of information released during a crisis — internal or external — must be authorised by the Incident Commander or the client's designated spokesperson. Unauthorised communication creates more problems than it solves.
Section 2 — The Crisis Communication Plan
A crisis communication plan defines: who speaks — only designated spokespersons, typically the IC internally and the client's communications representative externally. What is communicated — facts only, no speculation, no estimates, no blame. To whom — defined audience groups: internal staff, client management, LNP, media, public. Through which channels — radio (internal), phone (management), official statement (external). When — on a defined schedule during the crisis, not continuously; information overload is as dangerous as silence.
Section 3 — Internal Communication During a Crisis
Internal crisis communication follows the chain of command: guards report to their immediate supervisor; supervisors report to the IC; the IC briefs section leaders and external agency contacts; section leaders brief their teams.
Every internal communication must be: Brief — state what happened, where, and what action is being taken. Nothing else. Accurate — report only what you know with certainty. Label any uncertainty: "Unconfirmed at this stage." Timely — report immediately; do not wait to gather more information unless operationally necessary.
Section 4 — What Not to Say
During an active crisis, avoid: speculation about causes ("It looks like someone left a gas valve open"); blame or attribution ("The fire started because of the cleaning staff"); premature reassurance ("Everything is under control") when it isn't; casualty numbers or identities before they are officially confirmed; any communication with media or public without explicit authorisation.
A guard who speculates to a journalist during an active incident can expose the client to defamation claims, influence an active police investigation, and undermine the IC's communication control. Say nothing external. Report internally. Let the authorised spokesperson speak.
- •Crisis communication is a controlled resource — only authorised spokespersons communicate externally
- •Internal communication: brief, accurate, timely — report what you know, label what is uncertain
- •Facts only — no speculation, no blame, no premature reassurance
- •Do not communicate casualty details or identities before official confirmation
- •A guard who speaks to media without authorisation creates legal and reputational risk for the client
"After a serious incident at a client site, a guard told a journalist outside the cordon that 'someone inside might be dead.' He was guessing — he hadn't seen anything. The client's next of kin heard it on social media before the LNP had even confirmed the situation. The client nearly terminated the contract. The guard was dismissed. In a crisis, silence is discipline. The moment the media arrive, your answer to every question is: 'I'm not the right person to speak to — please contact the site manager.'"
What is a "crisis communication plan"?