Your PR crisis plan must include internal comms

This week marked 20 years since the 7/7 London bombings. Like many Londoners, I can still recall exactly what I was doing and where I was that morning, and felt very emotional watching and listening to the coverage.

I was heavily pregnant and working for a large bank. Our morning meeting, where we’d been chatting about the joy of winning the Olympics the previous day, was interrupted by our office manager, Nigel, telling us about a “power surge”.

It took a while to grasp the full horror of what had happened. Our office wasn’t directly impacted by the blasts, but we were close by, and we had colleagues who were.

Amongst the many vivid memories of that day what stands out most is the kindness and care shown by our senior leaders. As well as the operational updates, there was a big focus on the physical and psychological safety and wellbeing of us as colleagues.

When you work in a large corporation, particularly in a regulated industry, there are usually well-established crisis and contingency plans.

They’re regularly tested, and everyone knows their role, where to find information, and which channels to use. That kind of structure gives communicators the foundation they need to respond quickly and confidently.

But not every organisation is in that position. Some still place too much emphasis on external audiences and fail to consider the many needs of internal stakeholders.

If you’re reading this as an internal comms pro and you’re not sure whether your crisis plan includes internal comms, or you know it doesn’t, now is the time to start the conversation with your leadership team.

The risk of a crisis hitting your organisation is only increasing. Whether triggered by external forces like extreme weather, cyber incidents, or geopolitical instability, or by internal operational failures; you can’t predict every scenario, but you can be prepared.

There’s no one-size-fits-all crisis plan. What works will depend on your organisation, your people, and the nature of the incident. But if you’re reviewing or building your approach, make sure it includes how to look after the physical and psychological safety of colleagues.

Don’t forget the wellbeing of the comms team, who are often at the centre of the storm. We’re often the ones coordinating messaging at speed while still processing our own emotions. It’s a demanding position, balancing facts and clarity with compassion and empathy. That’s why we must look after each other too.

In a crisis, internal comms plays a vital role in helping people feel safe, informed and supported not just operationally, but emotionally. Here are four ways to embed wellbeing into your internal communication response:

1. Acknowledge the human impact. Don’t just stick to broadcasting facts. Everyone will be experiencing the crisis differently depending on their role and personal circumstances so recognise this in your messaging.

2. Make it it easy for people to access help. Signpost what resources are available, whether it’s Employee Assistance Programmes, or line manager check-ins.

3. Keep communication two-way. Provide ways for employees to ask questions, raise concerns or simply share how they’re feeling.

4. Reinforce psychological safety. Let people know it’s okay to not be okay. Encourage leaders and managers to role model compassion and flexibility.

Two decades on, I still remember the empathy and care shown by my leaders. That’s the kind of internal culture we all have the power to shape especially in times of crisis.

Thinking of the 52 people who lost their lives in the London bombings on 7/7and everyone affected.