You're facing internal resistance to a crisis communication strategy. How can you overcome it effectively?

To overcome internal resistance to a crisis communication strategy, involve key stakeholders early, clearly explain the risks of inaction, and show how the strategy protects both reputation and trust. Use data, past case studies, and open dialogue to build understanding—and adjust the plan with their input to gain buy-in.

Resistance often stems from fear, not defiance. Here's how to turn critics into allies: Listen to understand, not respond. Acknowledge the elephant. Trade perfection for progress. What do you think is your go-to tactic for disarming resistance? PS: The loudest critic often becomes your most prominent advocate—if handled right.

When Crisis Hits, Silence Isn’t Strategy During COVID, I was Chief of Staff for a 3,000-person engineering team. The government hadn’t yet made a clear call on work-from-home, but our team was anxious. Waiting for top-down guidance felt risky—so we made the call ourselves. We moved early to protect our people. There was internal resistance: “Is it too soon?” “What if we get it wrong?” But I learned that in a crisis, clarity now beats perfection later. People don’t need polished answers. They need to feel seen, steady, and informed. If you’re facing resistance to crisis comms: Name the fear internally Anchor in values, not optics Start small, but start... Crisis communication isn’t about control—it’s about connection.

The right kind of resistence is great. Meaning the team dynamics are working. Essetially, listen first to all who have suggestions, guide the team that no matter the decision, we all have to abide by it. Make sure all are on the same page through communication, and encourage fedback during the process. Once the decision is made, encourage fedback to know if there is a blind spot in the plan or if there is a need to adapt to circomstances. This can be a team building exercise, if done correclty.

From what I have seen, this is a double-edged sword. On one hand, one must rally the troops and align along side a shared strategy. On the other the very reason you are in a communication crisis, is because the topic is somewhat slippery and controversial. Therefore, you should expect resistance and not intend on entirely reducing it to zero. And no amount of education will be sufficient to detract from the nay sayers. Therefore, your strategy in educating thoroughly should also involve demonstrating. This means while bringing (educating) some along you should also be forging on with others, then use the results to educate further.

As I have experienced before, it is great to listen to staff and work to educate them; it eventually comes to a point where you MUST make a decision and go with it. If it is the wrong decision, own it. The worst thing to do is not act.

Yes this is key, I have found that a key tactical item here, is to ensure that key words used that seemed to have resonated widely should be repeated in the strategy verbatim if needed.

A few years ago, I had a new idea that met resistance, so I decided to approach people individually. I started with a colleague, listening to her concerns and gently sharing how my idea could help. That built trust, and I used the same approach with others. Over time, I learned that people are more open to change when they feel heard, and individual conversations are often the best way to create that openness.

I have seen that clarity and consistency of communication is not nearly as important as frequency of the communication. All are important but a I would rather put this as "Overcommunicate Clearly". It is such a common oversight to think you have communicated because you were aiming for communicating enough. Actually, the sweet point is in aiming to OVER communicate.

Again you are in a crisis here, so the decisively I actually interpret more as "rally the troops" to play ball with you on this one, (decisively)... while ensuring that for strategies of the future (preventative and reactive)

1. Foster a Culture of Openness 2. Ensure Clarity & Consistency Maintain consistent communication across all levels to prevent misinformation. 3. Engage Key Stakeholders Early Involve leaders, managers, & employees in the planning process to build trust. Address concerns proactively rather than reacting to resistance. 4. Use 2 Communication Encourage employee participation through surveys, Q&A sessions, & open forums. Acknowledge concerns & adjust strategies accordingly. 5. Leverage Technology for Real-Time Updates 6. Demonstrate Empathy & Emotional Support Offer support resources like counseling or wellness programs. Leaders should communicate with empathy, reinforcing stability and reassurance. 7. Celebrate Small Wins

To overcome resistance to a crisis communication strategy, I focus on clear communication and collaboration. I explain the rationale behind the strategy, address concerns, and adapt where necessary. By involving key stakeholders early and sharing relevant examples, I ensure alignment and build trust, turning resistance into support.