Over the years, we’ve worked alongside clients through product recalls, activist campaigns, biosecurity threats, food safety concerns, weather disasters and fast-moving media issues. Every situation is different, but one thing is consistent: the organisations that manage issues best are usually the ones that prepared well before anything went wrong.
Good issues and crisis management is not about having a dusty plan sitting on a shelf somewhere. It’s about creating confidence across the business so people know what to look for, what to do and who needs to be involved when pressure hits.
The reality is that issues now move faster than ever. Social media can amplify misinformation within minutes, media deadlines are tighter and public expectations around transparency and accountability continue to rise. At the same time, businesses across the agri and industrial sector are already dealing with labour challenges, supply chain disruption, biosecurity risks, sustainability pressures and increasing scrutiny of production systems and the social license to operate.
That’s why we believe crisis preparedness needs to be practical, straightforward and embedded into everyday operations.
A good framework starts with culture. People need to feel comfortable speaking up early if something feels off. Often the difference between a manageable issue and a full-blown crisis comes down to whether concerns are raised quickly enough and whether there is a clear pathway for action.
Relationships also matter long before a crisis hits. Building trust with media, industry stakeholders, customers and regulators creates positive capital that becomes incredibly important during difficult moments. When stakeholders already understand your business and know how you operate, conversations during high-pressure situations are far more productive.
Much of our work in this space focuses on helping clients simplify the process. That includes clear escalation pathways, practical tools, spokesperson training, scenario workshops and ongoing monitoring to identify emerging risks early. The best systems are the ones people can actually access and use when stress levels are high.
We’ve also learned that the spokesperson can make or break the response. Confidence, clarity and preparation matter. In some situations, the right voice may be the CEO but in others, it could be an industry expert, grower or operational leader. Media training and realistic scenario practice make an enormous difference when the pressure is on.
Importantly, reputation management doesn’t stop once the immediate issue passes, recovery is part of the process too. Rebuilding confidence, communicating openly and continuing to engage with stakeholders are critical steps in protecting long-term trust.
At the end of the day, issues are part of doing business. The goal is not to avoid every challenge, but to be prepared, respond well and protect the reputation you’ve worked hard to build.
Need support with crisis preparedness, media training or issues management? Reach out to the team if you’d like to chat further.
Sue Hardman