Interview with Carlos Molina, Managing Director of Incógnito
A crisis can put any organisation’s reputation, capacity to respond and credibility to the test. But it can also become an opportunity to demonstrate leadership, transparency and accountability. We spoke with Carlos Molina, Managing Director of Incógnito, about crisis management, corporate communication and the key principles for responding effectively when an unexpected situation threatens the trust of employees, clients or the media.
How should a company respond to an unexpected crisis?
The first thing to understand is that most crises are not seen coming. Precisely for that reason, good crisis management is not about anticipating every specific situation, but about having prior preparation in place that allows for a rapid and coordinated response.
That preparation is usually supported by tools such as a crisis manual, contingency plans or specific protocols for scenarios that may affect the organisation.
Once a crisis has occurred, there are a number of basic principles that apply to almost any situation. The first is to acknowledge confirmed facts and not deny reality. The second is to show empathy towards those affected. The third is to explain what measures are being put in place to contain the situation. And the fourth is to keep a communication channel open that allows for ongoing updates as new information becomes available.
Why does every crisis ultimately become a communication problem?
Because every crisis has a reputational dimension. If a situation can affect how clients, employees, media or investors perceive an organisation, then communication becomes part of managing the problem.
Crisis communication does not serve to conceal what is happening. Its function is to help explain the facts, facilitate decision-making, reduce uncertainty and prevent the situation from escalating unnecessarily. That is why communication management must be approached professionally and in a coordinated manner from the very beginning.
“Crisis communication does not serve to conceal a problem — it serves to help resolve it and prevent it from escalating.”
Can poor communication make a crisis worse?
Yes. In fact, in many cases the way an organisation communicates can aggravate a situation that was initially manageable.
Communication transmits information even when we say nothing. Tone, speed of response, acknowledgement of responsibility and transparency are all elements that directly influence how the organisation will be perceived.
A crisis may have an external and entirely unforeseen origin, but the way it is managed and communicated can end up becoming part of the crisis itself.
What is the most common mistake in crisis management?
Attempting to conceal, minimise or reframe the facts. Credibility is one of the most important assets during a crisis and it is lost very quickly when an organisation tries to alter reality or uses messages that contradict what people are seeing.
The best practice is to acknowledge what has already been confirmed and communicate clearly what is known, what is not yet known and what is being done to resolve the situation.
“The fastest way to lose credibility during a crisis is to try to change, minimise or conceal the facts.”
Communication as a management tool
Is silence still a valid strategy in crisis communication?
It depends. Silence is often interpreted as a refusal to communicate, but that is not always the case. In certain situations it may be necessary to take a few minutes or hours to verify information before issuing public statements.
The key is not to confuse prudence with inaction. Communicating too quickly, without sufficient information, can generate confusion and fuel rumours. That is why silence can be useful as a strategic pause, provided it forms part of a communication plan and not an evasion strategy.
How important is internal communication during a crisis?
It is essential. In many cases, employees are the first to be affected by a crisis and also the first to need information. That is why internal communication must be coordinated with external communication from the outset.
Informing, reassuring and providing clear instructions helps to reduce uncertainty and facilitates a more effective response from the entire organisation.
Furthermore, it tends to create a very negative impression when employees learn of the company’s position through the media before hearing it through internal channels.
What is the role of a spokesperson in a crisis situation?
The spokesperson is a key figure within any crisis management plan. They must have a thorough understanding of the facts, understand the organisation’s positioning and be able to convey clear, coherent and empathetic messages.
Moreover, they communicate not only through words. They also transmit confidence through body language, attitude, emotional management and the capacity to respond to difficult questions.
A well-prepared spokesperson can make a decisive contribution to protecting an organisation’s reputation during a complex situation.
“Reputation is not built with messages. It is built through behaviours.”
Reputation, employees and spokespeople
How does a crisis affect corporate reputation?
Reputation is always influenced by the way an organisation acts in difficult situations. A crisis can alter the perception that exists of a company, but it can also become an opportunity to demonstrate accountability, transparency and capacity to respond.
Reputation is not built solely through messages — it is also built through behaviours. That is why the way an organisation responds during a crisis tends to matter more than the crisis itself.
What is one of the most complex crises you have managed?
Over the years we have worked across very diverse scenarios: workplace accidents, serious incidents, operational problems, strikes and situations with enormous media exposure.
Probably the most complex are those in which people are directly affected. At Incógnito, we have been involved in managing incidents with dozens of injured people and with significant national and international repercussions.
In these cases, areas such as Communications, Legal, Compliance, Customer Care, Security and Insurance are activated simultaneously. It is then that one truly understands that crisis communication is not an isolated function, but an essential piece within a much broader process that must be coordinated with precision to protect people, preserve reputation and facilitate the resolution of the situation.