When the CEO is in hot water: why internal comms is your first crisis move

In a world where news breaks on social media before the boardroom’s even had their morning coffee, a CEO in crisis is not just a leadership issue, it’s a reputational threat that can ripple across the entire organisation. And while many instinctively reach for external comms first - lawyers, press releases, the old “no comment”, the smartest, fastest, most strategic first step is internal.

Why? Because in moments of reputational crisis, employees are your front line. They're the ones answering calls, serving clients, talking to their networks, and quietly judging the strength of the business from the inside out. If they don't know what's going on, if they feel blindsided, or if they hear it from a journalist before their manager, it creates fractures. Fractures in culture, trust, and ultimately, the company’s ability to bounce back.

So, when the CEO is under scrutiny; and who can ignore the current Coldplay cheating scandal on our news channels, or if it's a regulatory issue, or simply bad optics - start at the centre. Here’s why internal comms matters, and what to get right from the outset.

1. Internal silence fuels external speculation

When employees aren’t informed, they fill the gaps. Whether it’s the office Slack channel or Friday night drinks, rumours travel fast, and misinformation moves even faster. Every unanswered question internally becomes a potential headline externally.

The rule of thumb? If there’s a chance the media knows, assume your team already does, or will shortly. Communicate early and often. Even if all you can say is, “We’re aware, we’re looking into it, and we’ll keep you updated,” that’s a stronger signal of leadership than radio silence.

2. Trust doesn’t live in spin

This is not the moment for glossy language or the lawyer-approved "non-apology." Teams can smell deflection a mile away. Trust is earned through transparency, not perfection. Be clear about what’s happened (within legal limits), acknowledge any missteps, and commit to next steps with conviction.

The tone of the message should match the seriousness of the situation. No over-engineered positivity. No vague corporate speak. If the CEO’s facing scrutiny for behaviour that doesn’t align with the company’s values, own it. Reaffirm what those values are. Explain how leadership is responding. People respect integrity far more than invincibility. This is where a united Board is imperative.

3. A calm centre creates a strong ripple effect

One of the most overlooked benefits of strong internal comms in a crisis is the stabilising effect it creates. When people are informed, they feel respected. When they understand the direction of travel, even if it’s rough seas ahead, they stay calmer, more focused, and more united.

Good communication anchors a team. It sets expectations, reinforces culture, and signals that leadership is paying attention. This matters not just in the short term, but in the long haul of reputation repair and cultural recovery.

4. Managers need a script, not just a memo

Don't assume an all-staff email is enough, because it isn't. Your people leaders, department heads, team leads, operations, social media are your comms channel. They need talking points, answers to likely questions, and clarity around what to say and what’s off-limits. Otherwise, you're leaving your most important messages in the hands of guesswork.

Create a simple cascade comms plan. Offer coaching if needed. And reinforce the expectation that managers are part of the message and not just recipients of it.

5. Protect the humans behind the headlines

Lastly, remember that crises don’t just affect reputations, they affect people. I have seen the toughest of men cry over the social pages. CEOs are human. So are their families and so are the professional teams who will also feel betrayed. In a media storm, there's often a flurry of judgment, fear, and finger-pointing. It’s leadership’s job to hold steady, protect morale, and create a path forward.

That doesn’t mean shielding poor behaviour. It means acknowledging that even in serious situations, how you handle it says everything about the culture you’ve built. Show that your organisation takes accountability seriously, but also cares deeply about the people who keep it running every day.

In closing

Crisis comms isn’t just about controlling a narrative, it is much deeper than that, it’s about upholding trust. And trust begins at home.

When the CEO is under fire, there’s no room for delay or denial. But there is room for leadership. Real leadership. The kind that knows your most important audience isn't the media, it's the team watching how you respond, deciding whether this is still a place they believe in.

Internal comms isn’t a postscript. It’s the main script. Get it right, and you’ll emerge not just intact, but stronger.