Jessica A. Kuron
Public safety agencies don’t get to choose when the spotlight turns their way – a single incident can take over the headlines without warning.
In those moments, leaders often ask: What do we say? What don’t we say? When do we say it? And, how do we balance maintaining trust with protecting the integrity of the investigation?
As former Chief of External Engagement for the US Attorney’s Office, and as an advisor to schools, nonprofits and public leaders, I have learned that successful crisis communication comes down to three fundamentals.
Lesson 1: Speed Matters, but Clarity and Control Amid the Chaos Matters More
In a crisis, silence creates a vacuum which will be filled by speculation. However, issuing a statement before everyone is aligned only creates confusion. The balance is speed with clarity and control: Acknowledge the issue, commit to transparency and promise updates as facts develop.
One of the strongest models I have seen in practice is directing reporters to a centralized, secure briefing location during an emergency. This approach serves two purposes: It protects both responders and journalists and it ensures updates are delivered consistently. If the media is already gathered, agencies can go a step further by offering a short, factual briefing. Even a few lines can calm speculation and keep coverage anchored to facts.
Strong communication is not only about messaging; it is about establishing order in the middle of chaos. The same principle applies beyond policing, whether it is a nonprofit under scrutiny, a school navigating a crisis or a company responding to a high-profile incident. Leaders who project calm, provide clarity and control the flow of information set the tone for trust.
Lesson 2: Message to Your Key Audience
When drafting crisis communications, leaders often focus on what the media will say. The real test, however, is whether your stakeholders (parents, donors, employees, and community partners) hear what they need. Communications should be written for them first; the press, second.
This means considering the lived experience of your audience. A parent wants reassurance that his/her child is safe. A donor wants confidence that his/her contribution is being protected. An employee wants to know that his/her leadership is steady and reliable.
Leaders who pause and ask themselves, “If I were a parent, funder, or staff member, does this answer my biggest concern?” are far more likely to communicate in a way which builds trust with the audiences who matter most.
Lesson 3: Build Trust Before You Need It
The strongest crisis strategies begin long before the crisis itself. Leaders who already communicate consistently, transparently and credibly will find stakeholders far more forgiving when things go wrong. Trust is earned in the everyday updates, newsletters and community engagement long before the breaking news headline.
I once saw a public safety leader use short monthly video updates to keep staff informed on priorities and challenges. Those updates made the leader more approachable. Staff had a natural way to connect, often saying, “I liked what you shared in your video last week.” By creating that baseline of familiarity, the leader built credibility which carried into more difficult moments.
The same principle applies to media relationships. Even if a reporter has published unflattering coverage in the past, leaders should not shy away from building rapport. Meet with them directly, set clear ground rules and be candid: “I will share what I can, when I can. In return, I ask that you honor when I say something is on background or off the record. Please only use the statements I explicitly agree to give you.” Reporters value access and consistent, respectful engagement often yields more balanced coverage over time.
Trust with both stakeholders and the press is cumulative. Leaders who invest in it early will find they have far more control over the narrative when a crisis eventually comes.
The End Result
Crisis is inevitable. Loss of trust is not. Mission-driven organizations, whether schools, nonprofits or public safety agencies, do not have the luxury of waiting until the storm hits to figure out their playbook. The leaders who succeed are not the ones who avoid crises altogether. They are the ones who prepare, communicate with clarity and stay visible when it matters most.
The good news is that these fundamentals are teachable and repeatable. With preparation, clear messaging and a commitment to trust building, organizations can emerge from crises not weaker, but stronger, with stakeholders who feel reassured rather than abandoned.
Jessica A. Kuron is the Founder and Principal Consultant of Belvedere Consulting Group where she helps public-facing organizations strengthen communications, strategy and engagement. She has served as Chief of External Engagement for the US Attorney’s Office, directed crisis communications for schools and nonprofits, and was recognized as one of New Hampshire’s Top 40 Under Forty in 2025. She can be reached at jessica@belvedereconsult.com.
The views expressed in this article are those of the author and do not necessarily reflect the official policy or position of the United States Department of Justice.