Preparedness Is Not Optional: Communicating Clearly During High-Impact Crises
By Ann Marie van den Hurk, Mind The Gap Advisory
This is an update to article was originally published regarding the Boston Marathon Bombing in April 2017 to address the importance of preparedness during unexpected events. It has been reviewed and updated to reflect the realities of today’s risk environment, where crises unfold rapidly, information is incomplete, and leadership communication decisions are scrutinized in real time. Recent events have reinforced a critical truth: organizations must be ready to communicate clearly, empathetically, and decisively before certainty is available. Preparedness is no longer a best practice. It is a baseline requirement.
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The active shooter incident at Brown University in Providence, Rhode Island on December 13th is a sobering reminder that no organization is immune to sudden, high-impact crises. At least two people have been killed and eight more seriously wounded after a gunman opened fire in the later afternoon on campus, prompting lockdowns, shelter-in-place orders, and an ongoing manhunt for the suspect.
This event underscores a critical principle in crisis readiness: crisis communications cannot be an afterthought. You need plans, systems, and rehearsed workflows that activate instantly — because in moments like this your stakeholders are watching and listening before you have all the answers.
Why This Matters for Every Organization
Whether you’re a university, a corporate HQ, a nonprofit, or a small business, unexpected emergencies ripple outward. Your people, customers, partners, local community, and the media will seek information immediately. If you’re silent, slow, or inconsistent in messaging, that vacuum will be filled with speculation and misinformation.
Today’s tragedy illustrates several key communications truths:
- Immediate alerts save lives
Brown’s Department of Public Safety sent emergency alerts right away to hide, evacuate, or shelter-in-place.
Lesson: Your systems must reach intended audiences instantly across multiple channels. - Confusion is inevitable
Initial reports even suggested a suspect was in custody before that was retracted.
Lesson: Plan for messaging that acknowledges uncertainty without fanning fear. - Stakeholders want clarity and empathy over perfection
In the absence of confirmed details, leaders who show empathy, focus on safety, and promise updates build credibility.
Core Elements of Crisis Communications You Must Have in Place
These are derived from best practices and validated by real-world events including today’s shooting.
1. Pre-Configured Notification Systems
Too many organizations wait until a crisis to decide how they’ll communicate. You need:
- Multiple redundant channels (SMS, email, voice, apps)
- Pre-approved alert templates
- Clear escalation protocols
Your goal is to get accurate, actionable information in front of people before rumors take over.
2. Internal & External Messaging Plans
Internal audiences need different information than the public. Your plans should include:
- Staff and family messaging workflows
- Leadership talking points
- Spokesperson assignment and standby statements
During a fast-moving situation, consistent messaging is credibility.
3. Multi-Channel Distribution and Monitoring
You can’t rely on a single channel. People are elsewhere — on social media, news apps, group chats. If you aren’t there with verified information, others will fill in with guesswork.
4. Scenario Drills
You do not want your first test during an actual crisis. Practice for:
- Active shooter
- Facility evacuation
- IT outages
- Reputational threats
- Natural disasters
Today’s shooting is not the first, and it won’t be the last severe disruption any institution faces.
Straight Talk: Crisis Plans Must Reflect the Real World
Events like what happened at Brown University today aren’t statistical abstracts. They’re human catastrophes. They expose gaps in preparedness and amplify the stakes for communicators. As professionals, we must ask:
- Have we stress-tested notification systems this year?
- Are key messages pre-approved for speed?
- Do we have defined roles and redundancies if leaders are unreachable?
- Are we ready to communicate with incomplete information in ways that build confidence rather than doubt?
Your crisis communications plan should not sit in a file. It needs to be a living, breathing system you can deploy instantly with precision and authority.
Be Prepared to Communicate During the Unexpected
What happened today at Brown University is a tragedy. But as communicators, we have a responsibility to learn from it, refine our plans, and strengthen readiness so organizations can protect their people and reputations when the unthinkable happens.
If you do nothing else today, take a moment to review your crisis communication triggers and channels. Update them based on what you are seeing right now in live coverage of this event.
Stay safe. Stay prepared.
Need Resources. Learn more about the on-demand Rapid Readiness Program.
Ann Marie van den Hurk, MSc., APR is the founder of Mind The Gap Advisory and originator of the CrisisOS5™ Framework. She advises CISOs, General Counsel, Chief Risk Officers, and boards on decision authority and executive crisis readiness for the AI era. Based in Newport, Rhode Island — serving organizations in Providence, Boston, Portsmouth, Portland, and Hartford, and across New England, nationally, and globally. mindthegapcyber.com
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FAQ: Crisis Communications Preparedness
Q: Why is crisis communication planning critical before an incident occurs?
Because once a crisis begins, decision-making time collapses. Organizations that plan messaging, roles, and channels in advance can communicate quickly, reduce confusion, and prioritize safety. Those that do not lose control of the narrative almost immediately.
Q: What should organizations communicate first during a crisis?
Safety guidance comes first. Early messages should clearly state what is known, what people should do now, and when updates will follow. Empathy matters more than completeness in the initial phase.
Q: How do organizations communicate when information is incomplete or changing?
Effective crisis communication acknowledges uncertainty without speculation. Leaders should state verified facts, clarify what is still being assessed, and commit to regular updates as information evolves.
Q: Who should be responsible for crisis communications?
Roles must be defined in advance. This typically includes an executive decision authority, a communications lead, legal counsel alignment, and an operational liaison. Fragmented ownership leads to conflicting messages and credibility loss.
Q: How often should crisis communication plans be reviewed or tested?
At minimum, annually. High-risk organizations should conduct tabletop exercises and communication drills more frequently. A plan that hasn’t been tested is a liability, not an asset.
Q: Does crisis communication apply outside of violent incidents?
Absolutely. Cyber incidents, data exposure, misinformation campaigns, operational outages, leadership misconduct, and regulatory actions all require rapid, coordinated communication to protect organizational value.