Paddi LeShane, Co-Founder & CEO

If you were to ask a company or organizational leader whether their organization has a crisis plan, the answer is somewhere between “Yes, it's in a binder,” "I think legal has it,” or “I’m sure we do.”

That's a good start. But it isn't the same as being prepared.

After years of advising organizations through difficult situations, we’ve learned that a crisis rarely unfolds the way the plan imagined. The names change. The circumstances change. The headlines change. Information now travels at extraordinary speed, and stakeholders expect answers almost immediately.

What doesn't change is the need for leaders to make sound decisions, be authentic in their communications, be clear, and earn the confidence of the people who matter most.

Organizations that navigate crises best aren't the ones with the thickest crisis manual. They're the ones that have already built trusted relationships, established clear decision-making, practiced realistic scenarios, and created a culture where everyone knows who leads, who speaks, and how information moves when pressure is at its highest. That work begins long before something goes wrong.

Often, the greatest damage isn't caused by the crisis itself. It's caused by confusion.

Employees hear conflicting information. Board members aren't sure what they should say. Customers, community partners, elected officials, and the media begin filling in the blanks. Meanwhile, social and digital media are already telling your story before you've told it yourself.

Soon, the organization isn't just managing the original issue. It's trying to overcome uncertainty and speculation.

Preparation starts by deciding who needs to be at the table, who has authority to make decisions, and how information will move inside and outside the organization before emotions and deadlines take over. Just as importantly, it means earning the trust of employees, stakeholders, community leaders, elected officials, and the media before anyone is asking for a statement.

The organizations that respond best are guided not only by a plan but by a clear understanding of their values and the principles that shape their decisions.

Then comes the step too many organizations overlook: practice.

One of the most valuable investments an organization can make is a tabletop exercise. Walk through a realistic scenario. Ask difficult questions. Challenge assumptions. Discover where communication breaks down before a real crisis does.

A crisis communications plan does not make decisions. People do. In every crisis, leadership becomes visible. Employees, customers, elected officials, and the public watch not only what leaders say, but how they make decisions, how they treat people, and whether their actions match the organization's stated values.

Recently, Bradley Akubuiro, former communications executive at UTC and Boeing and author of "Faster. Messier. Tougher.” reminded a room full of communications professionals that today's crises move faster than ever. Information spreads instantly. Expectations change by the minute. Leaders have far less time than they think to respond. His message wasn't that organizations need thicker crisis manuals. It was that leaders need the judgment, discipline, and confidence to make good decisions when the situation changes by the minute.

Real preparedness is found in the conversations you've already had, the relationships you've already built, and the trust you've already earned. When the unexpected happens—and eventually it will—that's what determines whether an organization merely survives a crisis or emerges with its reputation intact.

The first public statement matters. But the months and years leading up to it matter even more. A crisis communications plan is important.

Every organization should have one. Just don't confuse the document with preparedness.

In a crisis, organizations rarely invent their character. They reveal it.

Dan Tapper, Senior Director



Bridgette Bjorlo is an Emmy Award-winning journalist who anchors FOX61 Morning News from 5 to 9 a.m. and also serves as a reporter for the station. A native of the Tri-State area, Bridgette graduated summa cum laude from Rutgers University with dual bachelor's degrees in journalism and political science. She later earned a Master of Science from Columbia University's Graduate School of Journalism while simultaneously working as a booking producer for a national news network in New York City.

Bridgette, what made you want to choose television journalism as a career?

I’ve always been a naturally curious person with an adventurous spirit, so the TV news business became the perfect fit. Advancing in the industry required several cross-country moves, allowing me to experience places and people I never would have outside this career. The journey truly shaped me as a person and professional. I also love that two days in this field are never the same, and I’m constantly learning something new.

How do you see your role as morning anchor at Fox61? Being the first one to deliver the news of the day to the viewers?

As a morning news anchor, I help thousands of people set the tone for the day. It’s a responsibility I take seriously. While we can’t control current events, we can empower people with information to make the best decisions for their lives and help them feel connected to their community. My goal every morning is to leave people feeling hopeful.

How does social media impact your role as a news anchor, and impact the television news business in general?

Social media has changed the entire landscape of the TV news business. Viewers now have information at their fingertips and are no longer waiting for the 6 p.m. news to stay up to date.

That requires journalists to evolve and meet news consumers where they are. For me, the job is no longer just about anchoring and reporting for linear television. I am consistently expanding my skills to stay social media fluid. From pushing out breaking news updates online to posting vertical videos tailored to a digital audience, journalists produce more content today than they ever have and are constantly adapting.

You not only anchor the news, but frequently do interviews on the Fox 61 Morning Show. What are your favorite kinds of interviews to do?

I covered politics in my previous markets, Sacramento and Knoxville, so any opportunity to interview elected officials and changemakers is a treat for me. I also have tremendous respect and admiration for our nation’s current and former service members, and I try to shine a light on them every chance I get. Finally, I enjoy interviewing and drawing inspiration from anyone who has overcome an obstacle, whether that be a medical diagnosis, an addiction, or a personal loss. These individuals connect best on camera.

Finally, this is a question we frequently ask our colleagues in the media. From a public relations perspective, what kinds of pitches work best for you? And what kind of pitches, maybe, don’t work as well?

I look for pitches with a timely news hook and a compelling interview subject. Why should people care? Why run this today over other stories? What’s the urgency? These are questions that should be answered clearly and concisely in the pitch. Video elements and visual on-set props are a bonus. Some stories fit better in a print format. If it sounds visually boring, I’m less interested in pursuing.

Also, people who are comfortable on camera make a more effective interview. Those who can keep the responses to 30 seconds or less. That allows more questions to be asked, in what is typically only a 4-minute segment. Mock interviews can help calm the nerves and allow the conversation to flow seamlessly. 

Brian Flaherty, Executive Vice President

As soon as the camera’s lens focused on him and the red light came on, he froze. Not in a dramatic deer-in-the-headlights way, but the confidence and authority he had shaking the reporter’s hand simply vanished. The message was fine. The messenger wasn't ready.

Lesson learned.

Communications coaching isn't just for CEOs facing a hostile press corps. It's for anyone who will ever be asked to represent their organization on camera, on a podcast, or at a public hearing. And these days, that's almost everyone.

The camera is a different animal than a conference room. The microphone hears things your colleagues politely ignore. The thirty-second sound bite is an art form that doesn't come naturally to most people, no matter how smart or accomplished they are.

James Humes, the presidential speechwriter and author whose lessons on the language of leadership I've carried for decades, had a simple rule: The first words out of your mouth set the tone for everything that follows. Know them cold before you walk in the room. Or in this case, before the red light goes on.

Practice out loud. More than once. On camera.

Because the one time you're not ready might just be the one that matters most.

Randi Sussman, Senior Manager, Integrated Communications

When people think about strategic communications, award nominations aren’t usually the first thing to come to mind. However, they should be near the top of your list.


Throughout the years, we’ve seen many organizations do great work but never receive the recognition they deserve because they never took the time to share their story. We’ve also helped organizations earn recognition that validates their accomplishments and strengthens their reputation.

We believe the value isn’t the trophy. It’s the credibility.

An award judged by respected business leaders, industry experts, or peers provides something no advertisement or marketing campaign can buy—third-party validation. These types of recognition tell customers, prospective employees, investors, donors, and community leaders that others recognize the value your organization brings. That credibility can help strengthen your reputation and create value for your organization over time.

Awards can also strengthen recruiting efforts in today’s competitive job market, boost employee pride and retention, support business development, and create additional media opportunities. They also give organizations another meaningful way to share their story with the audiences that matter most.

Even if an organization doesn’t win, the nomination process itself has value. It allows companies to take a step back, reflect on their accomplishments, and define what makes their organization stand out and worthy of recognition.


It’s also worth noting that not all awards are worth pursuing. Organizations should be selective and focus on opportunities that align with their mission, industry, and business objectives. One meaningful award from a credible organization can have a much greater impact than collecting several that carry little recognition.

Building a strong brand takes time. By making awards part of your communications strategy, you create opportunities to showcase your accomplishments and reinforce the reputation you’ve worked hard to build. Third-party recognition can help strengthen your credibility and tell your story in a way that’s both meaningful and lasting.