Writing media statements is often the first task on the list for a PR agency in a crisis.

There are specific techniques that we use and learning these has continued to feed my obsession with language that started back when I was at school.

Analysing every possible meaning of each word with a legal lens, being as concise as possible whilst still providing an update and choosing the tone to keep it true to the brand but still situation-appropriate are skills that crisis and reputation specialists accumulate over time.

With every incident or issue, you need to go through a process of investigation: asking the toughest questions and capturing the detail to effectively translate that into a couple of clear sentences.

Working with these basic principles to adapt them for different channels and people is the more difficult bit. The most obvious example is that what works as a media statement won’t work on social.

Formats are increasingly more dynamic, from CEOs using video content to control the narrative rather than written statements to ambassador/influencers representing your brand to manage an issue. All these tactics are situation and brand specific. What works for someone else won’t necessarily work for you. What worked for you previously won’t necessarily work for you again.

Knowing today’s news agenda, understanding political movements, potential activist involvement and assessing public sentiment at any given moment also factor into your word choices. Suddenly, you realise that your role involves knowing and being everything, everywhere all at once.

This is why it works when crisis management consultants and agencies bring the external perspective to back up those words.

Whether you realise it or not, as an in-house employee, at some point internal biases will kick in.

I worked with a brilliant agency partner during my four years working in house and they were invaluable as a sounding board, as well as providing support, including being the direct contact for press enquiries. Anything you say as a brand direct to media can be quoted, so having an extra layer of separation in a crisis is beneficial.

During my time working in agencies, I also understood how having the option of an external team to manage a live incident during particularly difficult moments when team morale or motivation may be compromised can be business critical. Sometimes words aren’t enough.

Language is important, but the skills, knowledge and support that comms professionals also provide behind the scenes covers strategy, a level of technical understanding, psychology, empathy, and commerciality.

When it comes to responding in a crisis, word choice is crucial.

But words aren’t all that we’re experts in.

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