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HARTFORDBUSINESS.COM | AUGUST 11, 2025 25 Opinion & Commentary EXPERT'S CORNER The need for speed in crisis communications can create a new crisis By Andrea Obston W ant to know how to make a crisis worse? Give in to the pressure to respond too quickly without knowing the whole story. United Airlines learned that lesson when it gave a defensive reaction to the video of a passenger being dragged from an overbooked flight. They referred to it as "re-accommodating" the passenger and blamed him for being "disruptive and belligerent." OpenAI got schooled after its board removed its CEO suddenly and without adequately consulting major stake- holders or the public. And what about Texas Gov. Greg Abbott's praise of law enforcement after the school shooting in Uvalde, Texas, before learning that they took over an hour to confront the shooter? In all three cases, the pressure of the moment took over, and they responded too quickly. It's completely understandable. Today's 24-hour news cycle, coupled with nonstop social media and the push for transparency, all conspire to tell communicators that they must respond on the spot. However, in many cases, we've seen that such pressure causes those handling the public face of a crisis to react too quickly, thereby creating a new and potentially more complex situation. Today's need for speed can be your enemy when it comes to formulating the most productive crisis response. In a survey of crisis communications pros, the need to react too quickly was cited as one of the chief obstacles to successfully handling a crisis. From experience, I can tell you that a too-quick response can create more problems. Why? Because in the first moments of a crisis, you don't know the whole story. The situation remains fluid and is likely to change over time. Chances are, the people in the orga- nization, especially those at the top, are reacting emotionally. All they want is for the communications professional to "just make it go away!" Crisis communications veterans know that a timely response is a must. Today, people expect organizations to respond as quickly as the story appears on their phones. So, yes, timely is good. A timely response positions the company as aware of the crisis, concerned about its impact and capable of responding. The key is being timely, not knee-jerk. Information gathering Before creating an initial public state- ment, communicators need a moment to collect as much information as possible. They need to understand what information is already out there, where the conversation is happening, who has been impacted, and who needs to hear from the organization right away. And they need to know what informa- tion those affected by the crisis need to hear. Once the communicator has some perspective on the situation, they will create an initial responder statement. It should demonstrate concern, compas- sion and competency. Show concern for those affected, express compassion for any harm caused, and demonstrate the competency to manage the situation effectively. Most importantly, that initial response must leave room to adapt to the situation as it develops. That's why a lot of these statements are often short, fact-based and restate what's already confirmed through credible sources. People will decide whether a company is a villain, a victim or a vindicator in a crisis in the first few moments. Once they make that decision, changing it will be almost impossible. The goal for communicators is to position the people they represent as the vindicators — the ones who can fix the problem — from the very beginning. The bottom line is this: In a crisis, it's tempting to act as quickly as possible to make it go away. But overreacting to satisfy that urge can and does create other problems. Take a moment. Take a breath. Gather your facts and your wits, and carefully construct your initial response. Remember that response will shape the way the rest of the crisis goes in the eyes of the people who are most important to a company's reputation, today and tomorrow. Andrea Obston is the president of Connecticut-based Andrea Obston Marketing Communications. EXPERT'S CORNER Leading change through communication: a strategic imperative for every business leader Andrea Obston John Powers By John Powers T oday's business landscape is evolving constantly, and leaders face a constant stream of change — from return-to- office mandates and hybrid work models to the integration of artifi- cial intelligence and emerging technologies. While these shifts offer opportunities for growth and innovation, they also will bring uncertainty, resis- tance from our teams and disruption. One critical skill can help leaders and their teams to manage this constant sea of change: communication. Strategic change is no longer a rare or unique event in the business world — it is a continuous process. For managers at all levels, the ability to understand, implement and lead through change is essential. Leaders must communicate change in ways that inspire trust, reduce resistance and align teams around a shared vision. Why communication fails, and how to fix it Many times, change initiatives fail, and one key reason is due to a lack of communication from managers and lead- ership. Leaders announce a new direction without engaging employees and gaining their "buy-in," which can create confusion, fuel skepticism and invite resistance. Effective communication during change requires more than memos and meetings. It demands a strategic approach that includes: • Clarity: Clearly articulate the purpose of the change, the expected outcomes and how it aligns with the organization's mission. • Consistency: Ensure messaging is aligned across all levels of leadership and communication channels. • Empathy: Acknowledge the emotional impact of change and create space for dialogue, questions, feedback, and where needed, training opportunities. • Participation: Involve employees early and often, working to gain their support and advocacy for the change. Listening is key to effective communication We know it is natural and common for people to resist change. Instead of viewing resistance as a sign of failure, it is important to see this as a signal that your team may need more infor- mation, reassurance and involvement. Leaders who listen to their team and respond with empathy can turn resistance into resilience. A key component of effective change communication is to identify and empower advocates for this change within your team — influential individuals who can show support for the change, model desired behaviors and encourage their peers. These advocates help bridge the gap between you as a leader and your employees, making change feel more personal and achievable. The role of technology, and the human touch As AI and automation reshape industries, leaders must balance technological advancement with human connection. Tools like AI and new software systems can increase productivity, streamline operations and help with decision-making, but they can't replace the human beings on your team. We as leaders can never forget the empathy, trust, creativity and inspiration that only the people on your team can provide. In fact, the more complex and fast-paced the change, the more important it is for leaders to commu- nicate with authenticity and emotional intelligence. This is especially true in hybrid and remote environ- ments, where physical distance can lead to disengagement if not managed intentionally. Change is inevitable — but successful change is intentional. By prioritizing communication, business leaders can better manage continual change and become stronger and more agile in facing future challenges. John Powers is the director of the interactive media and commu- nications graduate program at Quinnipiac University.