After a crisis, PR professionals are often among the first experts called on to help an organisation manage the immediate impact, communicate with stakeholders and protect its reputation. But credibility rarely comes from what an organisation says or the story it chooses to tell. Trust is rebuilt through how it responds to those harmed, both in the immediate aftermath and in the weeks, months, and even years that follow.

Drawing on work with organisations following fatalities, serious injuries, psychological harm, sexual violence, arbitrary detention and hostage-taking, physical trauma and crisis consultant, Dr Nicola Lester explains 10 things PR professionals need to know.

1. Inaction is never neutral

Fear of saying the wrong thing can leave organisations silent or slow to respond. But silence risks being perceived as indifference, while delay can deepen the harm. Identify who has been affected and have the courage to ask what they need as soon as possible.

2. Do more than outsource psychological support

Providing access to specialist psychological support can be invaluable, but it is not enough. The organisation must also engage directly with those affected. Commissioning support is relatively straightforward; listening to someone who has been harmed and responding to their concerns is far more difficult, and often more meaningful.

3. Acknowledge the harm

It is crucial to acknowledge what has happened and express compassion from the outset, even when the cause is not yet known, or an investigation is under way. An apology may also be appropriate, provided it is sincere and not used as a substitute for accountability. Acknowledging harm should not depend on the outcome of an investigation.

4. Don’t make people fight for answers

Putting the principles of the duty of candour at the heart of an organisation’s response can benefit both those who have been harmed and the organisation itself. Transparency and proactive communication help maintain trust and demonstrate accountability.

Don’t wait to be compelled by a legal or investigative process. Answer the questions you can, as soon as you can, and be clear about what remains unknown and when further information might be available.

5. Create a framework for engagement

Preparation is key. Organisations need a clear strategy for engaging with those who have been harmed, including a named person to lead the work. Where possible, that person should be trained in trauma-informed liaison.

Don’t rely on ad hoc arrangements or leave the responsibility to someone who volunteers. Recognise the skills the role requires, establish clear responsibilities and invest time in preparing a considered response. Clarity and consistency can help prevent trust from being eroded further.

6. Recognise that relationships can be repaired

Relationships are not necessarily broken beyond repair. Even when tensions are high, there may be opportunities to rebuild trust.

Humility, a willingness to have difficult conversations and a commitment to restorative practice can help repair relationships with those who have been harmed. The benefits can extend beyond those directly affected, demonstrating that an organisation can act in accordance with its values, even during a crisis.

7. Separate the person from what they do next

Someone who has been harmed may speak publicly, use social media to express their views or begin legal proceedings. That is their right, and it should not be a reason for an organisation to withdraw from engagement.

Maintain contact unless they ask you to stop or there is another clear reason to change the approach. Disengaging because someone has spoken out or sought legal redress risks sending the message that engagement was conditional on their compliance.

8. Support those leading the engagement

This work requires considerable courage, skill and emotional commitment. Those responsible for engaging with people who have been harmed need appropriate training, clear guidance and ongoing support.

Make sure they have access to advice, supervision and opportunities to step back when necessary. They should not be left to carry the responsibility alone.

9. Seek feedback and demonstrate learning

Ask those affected how the organisation has handled the situation, and be prepared to hear difficult answers. Then show what has changed as a result.

A visible commitment to learning and improvement is fundamental to accountability: not just for what has happened, but for what happens next. Promises carry little weight unless they lead to meaningful action.

10. Stay engaged

Engagement should not end when media coverage or public scrutiny does. Inquests, investigations and other legal proceedings can continue for years, while the needs of those affected may change over time.

Agree how and when contact will be maintained, review those arrangements regularly and be realistic about the long-term commitment required. Consistency matters, particularly when the wider world has moved on.

Following a crisis, an organisation’s reputation is not protected by the strength of its narrative, but by the integrity of its actions. PR professionals are well placed to help ensure that the right actions are prioritised at the right time. Ultimately, what an organisation does matters far more than what it says. And how it responds to those who have been harmed matters most of all.

Dr Nicola Lester, psychological trauma and crisis consultant at Crisis ReAction. 

Further reading

Should you rely on instinct or data in crisis comms?

10 phrases that should (probably) never appear in your crisis communications

How charities should respond to a data breach