Why visible leadership, clear roles and preparation matter more than simply being first
Within minutes of a major incident, the executive team will face an important question: should the CEO speak and, if so, when?
In a major crisis, the CEO should be the organisation's primary spokesperson. Their visibility signals that the incident has the attention of the organisation's most senior leader and provides the authority, empathy and accountability stakeholders expect.
But the CEO does not need to deliver the organisation's first communication. The initial statement and the CEO's first appearance serve different purposes and should not be confused.
Communicate within the first 30 minutes
Images, eyewitness accounts and speculation can begin circulating almost immediately after an incident. Waiting until every fact is confirmed creates an information vacuum that others will quickly fill.
That is why the organisation should acknowledge the incident as quickly as possible, ideally within the first 30 minutes, by issuing a holding statement across its official communications channels.
The purpose is not to explain what happened. The initial statement should:
- Confirm that the organisation is aware of the incident.
- Express concern for those affected.
- Confirm that the response is underway.
- Commit to providing further information when facts have been verified.
This statement will normally be issued through the organisation's corporate communications channels rather than delivered by the CEO on camera. It allows the organisation to establish an official presence quickly without speculating, releasing unverified information or confirming details before affected families have been notified.
When should the CEO appear?
The CEO should speak when their presence can add what only the organisation's most senior leader can provide: visible leadership, empathy, accountability and reassurance.
The precise timing will depend on the seriousness of the incident, what is known and how quickly events are developing. For a major incident involving fatalities, serious injuries or significant public concern, stakeholders will expect to hear from the CEO relatively quickly.
However, rushing the CEO in front of the cameras before they have verified information, a clear understanding of the response and time to prepare can create unnecessary risk.
The CEO's first statement should focus on:
- The people affected and the organisation's concern for them.
- The organisation's immediate response priorities.
- Support for families, employees, customers and communities.
- Cooperation with authorities and investigators.
- A commitment to provide further verified information.
It should not attempt to explain the cause of the incident, assign blame or answer questions that properly belong to technical experts or an independent investigation.
In aviation and other highly regulated industries, investigations may take months or even years. A CEO who speculates about cause can undermine the investigation and damage the organisation's credibility. Strong leadership is not demonstrated by having every answer. It is demonstrated by being honest about what is known, what is not yet known and what the organisation is doing next.
Lead with empathy and compassion
The CEO's first responsibility is to recognise the human impact of the incident. They should express genuine concern for those affected, acknowledge the seriousness of the situation and explain how the organisation is supporting families, employees and communities.
Empathy does not require the CEO to speculate about the cause of the incident or accept responsibility before the facts have been established. They can communicate with sincerity while remaining disciplined about what is and is not known.
Language that appears cold, defensive or overly legalistic can erode trust and further damage the organisation's reputation. By communicating with compassion, acknowledging uncertainty and demonstrating a clear commitment to those affected, the CEO can help protect credibility when the organisation is under its greatest scrutiny.
This balance must be considered and rehearsed before a crisis, not debated for the first time while the cameras are waiting.
The CEO leads but does not answer every question
Being the primary spokesperson does not mean the CEO should conduct every briefing or address every technical detail.
Other senior executives should be prepared to support the response within their areas of expertise. A Senior Vice President of Engineering may explain technical aspects of an equipment failure. A Chief Information Officer may address the response to a cyberattack. An operations executive may provide updates on service restoration or recovery activity.
These executives do not replace the CEO. They complement the CEO's leadership by ensuring specialist questions are answered accurately and credibly.
This structure also protects the CEO from being drawn into technical speculation. The CEO remains focused on the organisation's priorities, responsibilities and the people affected, while qualified experts address details within their remit.
Regional and outstation management must know their role
In a global organisation, the first person approached by the media may not be the CEO or anyone from corporate communications. It may be a country manager, airport manager, station manager or another regional leader close to where the incident occurred.
These leaders are not independent spokespersons, but they must understand the organisation's communications protocols.
Where authorised, they may need to provide an approved holding statement in the local language, acknowledge an enquiry, communicate practical information or direct journalists to the designated spokesperson. They must also know how to escalate media requests and coordinate with the corporate communications team.
Just as importantly, they need to understand the boundaries of their role. They should not speculate, offer personal opinions or comment beyond the approved statement and confirmed facts. An informal remark made to a local journalist can quickly become part of the global story.
Clear protocols help the organisation move quickly while maintaining one consistent voice across different locations, languages and time zones.
Preparation determines performance
An effective CEO statement may appear simple, but delivering it under intense scrutiny requires preparation.
Experience presenting to employees, investors or a board does not automatically equip a CEO to face journalists following a fatal accident or other major crisis. Information will be incomplete, emotions will be high and every word will be scrutinised by families, employees, regulators, customers and the public.
Preparation must also extend beyond the CEO. Organisations should ensure that:
- Senior executives understand when they may be called upon as subject-matter experts.
- Regional and outstation leaders know how to respond to local media approaches.
- Communications teams can issue an initial statement within the first 30 minutes.
- Approval processes work quickly across locations and time zones.
- Everyone understands who is authorised to say what.
Preparing leaders before they need to lead
Realistic exercises allow organisations to test these arrangements under pressure. They reveal whether statements can be approved quickly, whether leaders stay within their roles and whether operational and communications teams can maintain a consistent response as facts change.
Over more than 120 years, Kenyon has supported organisations through more than 700 incidents in over 170 countries. That experience has shown us that the organisations that protect trust and reputation most effectively are not necessarily those with the best prepared statements. They are those with the best prepared leaders.
Kenyon's crisis communications training and simulations prepare CEOs, senior executives, communications teams and operational leaders to respond as one coordinated team. We help organisations test their communications plans and protocols, clarify roles and responsibilities, strengthen spokesperson capability and practise the difficult decisions that must be made under pressure.
The question is not whether the CEO should speak during a major crisis. They should.
The real question is whether the organisation can communicate within the first 30 minutes and whether the CEO and every supporting leader are ready when their moment comes.
The best time to find out is during a realistic exercise, not in front of the world.
If you'd like to discuss how we can support your organisation's crisis communications strategy, please get in touch.