By Holly Barber, Head of Grayling South

‘Crisis is inevitable – when it hits, how will you respond?’

In today’s hyper-connected, closely-scrutinised society, the potential for a brand to encounter a crisis is no longer a question of ‘if’ but ‘when’. The recent cyber-attacks on M&S and Co-op are just the latest reminders that even the most established brands are vulnerable. Meanwhile, the socially charged backlash against Hawksmoor, sparked by a single in-the-moment decision, shows how reputational risk can ignite from anywhere, at any time, and spread with ferocity.

What these recent incidents have in common is not just the speed at which they unfolded, but the intensity of public and media scrutiny that followed. For M&S, the attack disrupted operations and triggered a wave of speculation, amplified by opportunistic commentary from cybersecurity vendors and hardware providers. Co-op, similarly, faced operational paralysis and reputational fallout. And Hawksmoor? A digital boycott campaign that turned a restaurant floor decision into a national headline.

In each case, the communications response became as critical as the operational one. Yet too often, businesses focus on fixing the problem and neglect the narrative. They issue a holding statement, then go quiet – creating a vacuum that is quickly filled by rumour and misinformation. In the absence of clarity, others will define your crisis for you.

Leading through the lens of reputation

In a crisis, your comms team becomes your reputation’s first responder. But leadership matters too. The public and media will ask: What happened? How bad is it? Was customer data taken? Who’s responsible? What is leadership doing to fix it and when will it be over?

You don’t need to have all the answers immediately. But you do need to show that you’re taking it seriously, that you’re acting fast, and that you care. Transparency, empathy, and accountability are your most powerful tools. And remember: if you don’t provide a cost estimate, the media will make one up.

It’s also vital to understand the broader ecosystem. For example if your crisis is a cyber-attack, like we saw with M&S, cybersecurity firms will rush to offer analysis – often without full facts – to boost their own credentials. Every crisis becomes an opportunity for someone. Be aware of this dynamic and stay in control of your narrative.

Building your comms playbook – what to do before the storm hits

The best time to prepare for a crisis is before it happens. That means building muscle memory across your comms function and embedding crisis readiness into your culture. Here’s five things every business should be considering:

1. Run crisis tabletop exercises: Simulate realistic scenarios with your comms team. Workshop tone of voice, stakeholder messaging, and escalation protocols. Consider how your messages will land with colleagues, customers, investors, regulators, and the media. Consistency is key – because a stiff internal email will leak, and a corporate investor note will be read by customers within hours.
2. Develop scenario-based messaging templates: Prepare statements for different types of incidents that could arise in your business – for example, data breaches, ransomware attacks, misconduct, supply disruption, product or customer safety issues. Your communications needs to be tailored to each scenario but common themes to capture are empathy, owning up to responsibility – although avoid directly blaming staff or third-party suppliers (even if they are at fault). The tone must be human, not robotic.
3. Empower your frontline staff: If your business is customer-facing, your people are your most visible brand ambassadors. If they don’t know what to say, they’ll either shrug or repeat misinformation. Equip them with clear, simple talking points. Make them part of the solution.
4. Have the right team: Don’t wait until you’re under siege to find an agency. Build a relationship with a trusted external partner who understands your business and can hit the ground running when the pressure is on. Make sure your internal structure is also equipped with the right people, in the right positions to act when crisis hits.
5. Plan for the recovery phase: The crisis doesn’t end when the systems are back online. You need a strategy for rebuilding trust. How will you communicate that normality has returned? What signals will reassure customers, colleagues, and investors that the business is stable and secure? This needs to be communicated over a longer stretch of time to build back reputation.

Weave cultural intelligence throughout your approach

Finally, reputational risk is shaped as much by values as by facts, so cultural intelligence is a strategic imperative in responding to any crisis. The Hawksmoor boycott is a case in point. What began as a customer dining decision quickly escalated into a reputational flashpoint, not because of operational failure, but because of perceived cultural misalignment.

In a crisis, cultural and social awareness becomes even more critical. A poorly worded statement, a tone-deaf apology, or a defensive posture can inflame tensions rather than defuse them. Conversely, a culturally attuned response, one that acknowledges nuance, shows empathy, and reflects lived realities, can build trust even in difficult moments.

So what does this mean for comms leaders? Start by building diverse perspectives into your crisis planning. Who’s in the room when you’re drafting your response? Are you testing your messaging with people who reflect your customer base and wider society? Next, monitor cultural signals beyond traditional media – activist networks and community voices often surface issues earlier than traditional media.

Make sure to also train your teams in cultural awareness. This isn’t about political correctness; it’s about strategic foresight. Equip your spokespeople and frontline staff to handle sensitive topics. And be ready to listen, not just broadcast. In a values-driven crisis, dialogue matters. Sometimes the most powerful thing a brand can say is: ‘We hear you. We’re learning. And we’re taking action.’

The takeaway – make crisis comms a strategic priority

If you look after brand communications and you’re reading this, ask yourself:

• Do we have a crisis comms plan that’s fit for threats (present and future)?
• Have we tested it under pressure?
• Are our people, at every level, clear on their role in a crisis and the process?
• Do we know how we’ll rebuild trust when the dust settles?

If the answer to any of these is “no” or “not sure,” now is the time to act.

Let’s make sure you’re ready – get in touch at holly.barber@grayling.com.