I’ve Managed Crises You’ll Never Hear About. Here’s What I Know.
Lessons from years of helping major cultural organizations navigate the moments they feared most.
Crises test more than strategy. They test values. After years of guiding high-profile arts and culture organizations through public pressure, leadership changes, and tough headlines, Olu & Company has developed a straightforward approach for communicating under stress. This guide is how we help clients respond with honesty, speed, and care.
1. Redefining a Crisis
A crisis isn’t only a scandal or an emergency. It’s any moment that challenges your integrity or public trust.
For arts and culture organizations, that might mean a community debate, a sudden policy change, or an internal issue that becomes public.
Not every event needs a statement, but every organization needs awareness. Crises rarely come out of nowhere. They grow from smaller signals we often miss.
2. Build Your Crisis Team Before You Need It
The middle of a crisis is the worst time to figure out who decides what.
Identify your core communications team in advance and make sure everyone knows their role.
Key roles:
- Decision Maker: The final authority when opinions differ
- Spokesperson: The public face of the organization
- Writer: The person responsible for drafting statements
- Advisors: Legal, development, and program leads
- Distribution Lead: Manages posting, emailing, and updates
Clarity before a crisis creates calm during one.
“The faster you align internally, the easier it is to stay credible externally.”
3. The First Hour
Speed matters, but so does tone.
Within the first hour, acknowledge the situation even if you don’t yet have all the details.
Example:
“We’re aware of the situation and assessing its impact on our community. Our priority is the well-being of those affected. We’ll share more information as soon as it’s verified.”
This short acknowledgment prevents speculation and shows leadership.
4. Holding Statements
Holding statements buy time while you gather facts.
They should:
- Say what you know and what you don’t.
- Show empathy and accountability.
- Reaffirm your mission.
- Promise future updates.
Keep a few templates pre-approved so you can respond quickly.
5. Managing the Press and Public Communication
Decide early how you’ll speak – through owned channels, the press, or both.
When speaking publicly:
- Be brief and factual.
- Avoid speculation.
- It’s fine to say, “I’ll confirm that and follow up.”
Your internal preparation kit keeps you consistent:
- Talking Points – Quick reference bullets for interviews
- Media Messages – Core values that anchor every response
- Do’s and Don’ts – Language that fits your tone
- Potentially Difficult Questions (PDQs) – Pre-written answers for tough topics
Consistency builds trust.
“Preparation is what turns a hard conversation into a credible one.”
6. Tone and Transparency
People can tell when you’re not being straight with them.
Speak simply. Be human.
- Never say “no comment.” Say you’ll update when you can verify.
- Be honest about what you don’t know.
- Thank your team and partners when appropriate.
- Repeat your mission to remind people what you stand for.
Trust grows from truth, not polish.
7. Communicate with Your Community
Crisis communication is relationship management.
Think in layers:
- Internal: Board, funders, and staff
- Partners: Artists, collaborators, civic leaders
- Public: Audiences and supporters
Each layer needs clear information at the right time. Silence invites rumors; communication invites confidence.
8. The Rhythm of Response
Keep a steady pace of updates.
Suggested rhythm:
- Within 1 hour: Acknowledge the situation
- Within 3 hours: Share a short factual update
- Within 24 hours: Release a fuller statement
- Beyond 24 hours: Maintain consistent updates until resolution
Staying visible keeps you in control of the story.
9. Fact-Finding and Recovery
When the situation is complex, create a small fact-finding group to verify details and propose next steps.
Protect confidentiality, set a clear timeline, and share only verified outcomes.
After the crisis passes, debrief with your team. What worked? What didn’t
Every challenge should strengthen your systems.
10. The Olu Method
Our approach centers on three ideas: openness, leadership, and urgency with empathy.
Openness means telling the truth, even when the facts are still unfolding. Leadership means staying unified and decisive.
Urgency with empathy means moving quickly while caring for the people affected.
When organizations practice these three principles, they don’t just manage crises — they build credibility and trust that lasts.
Final Thought
A well-handled crisis doesn’t erase the problem. It reveals the strength of your values.
At Olu & Company, we see crisis communication as an act of leadership, not damage control.
It’s how organizations turn pressure into purpose and emerge stronger than before.
Amani Olu is a serial entrepreneur who has been solving problems in the creative economy and culture sector for over 20 years. You can learn more about Olu & Company and his work here.
