Written by: Michael Szudarek

When most organizations develop crisis communications plans, the focus is often on logistics — establishing response protocols, crafting key messages, and designating spokespeople. While these elements are essential, one crucial factor is often overlooked: the human element. Crises are inherently high-stress situations that can evoke unpredictable emotional responses. Leaders may become defensive, employees may unintentionally spread misinformation, and stakeholders may react unpredictably. These human reactions can derail the most disciplined crisis response.

As a result, effective crisis planning must go beyond strategy and account for how people behave under pressure, how messages are perceived emotionally, and how stress impacts decision-making.

How Stress Impacts Crisis Response

Research shows that high-pressure situations activate the brain’s fight-or-flight response, which can cloud judgment and hinder effective communication. We’ve seen this play out in real-world crises:

• BP’s Deepwater Horizon Disaster (2010) – Then-CEO Tony Hayward’s infamous remark, “I’d like my life back,” was perceived as self-centered and tone-deaf, intensifying public backlash. His response likely stemmed from stress and fatigue, but the damage was done—BP’s reputation suffered immensely.
• United Airlines Passenger Removal Incident (2017) – When video surfaced of a passenger being forcibly removed from an overbooked flight, the company’s initial response focused on policy rather than public concern. The CEO’s first statement defended the airline’s procedures instead of acknowledging the emotional impact of the incident, leading to even greater public outrage.

In both cases, leaders reacted instinctively rather than strategically, demonstrating the need for emotional intelligence and crisis training that prepares executives to respond under pressure.

How You Can Prepare for the Human Factor

To strengthen crisis preparedness, organizations should integrate behavioral and psychological considerations into their crisis response strategies. Here are some examples:

1. Conduct Crisis Simulations That Replicate Real-World Pressure

Many crisis drills focus on procedural steps — who speaks, what is said, and when. While this is important, simulations should also test how individuals respond emotionally to high-stress situations. For example, Johnson & Johnson’s response to the 1982 Tylenol poisonings is widely regarded as a textbook case of crisis management. Their leadership remained calm and decisive, recalling 31 million bottles despite the financial loss. Their ability to navigate the crisis effectively suggests they were prepared not just strategically, but psychologically.

Crisis drills should incorporate realistic, high-pressure scenarios, such as hostile media questioning or social media firestorms, to help leaders develop composure and agility under stress.

2. Train Leaders in Emotional Intelligence

Crisis communication isn’t just about delivering facts — it’s about making people feel heard and understood. Leaders must be trained to recognize their own stress reactions and develop strategies to communicate with empathy and clarity. A stark contrast can be seen between two airline crises:

• United Airlines (2017) failed to express empathy, worsening public perception.
• Southwest Airlines (2018) responded to an in-flight engine failure that resulted in a passenger’s death with immediate transparency and compassion, helping to maintain trust despite the tragedy.

Executives and spokespeople should be trained to control their tone, manage their emotions, and deliver messages that connect with their audiences.

3. Ensure Employees Are Informed and Aligned

Employees are often the first point of contact with customers, the media, and the public, yet they are frequently left out of crisis planning. If employees are uninformed or unprepared, they can unintentionally spread misinformation or create conflicting narratives.  Consider Boeing’s handling of the 737 MAX crisis following two fatal crashes in 2018 and 2019. Initially, internal employee concerns about safety were not adequately communicated or addressed, and when the crisis unfolded, the company struggled to provide a unified message. The lack of internal alignment and clear employee communication deepened public mistrust and regulatory scrutiny.

Organizations should have clear internal communication plans to ensure employees are equipped to effectively handle crises.

The Takeaway

A crisis plan that does not account for the human factor is incomplete. Organizations must prepare not only for the logistical aspects of crisis management, but, also, for the psychological and emotional challenges that arise under stress. By incorporating realistic crisis simulations and emotional intelligence training into crisis communications preparedness, organizations can greatly enhance their ability to effectively manage crises.

Ultimately, crisis communication isn’t just about what is said — it’s about how messages are delivered, how they are received, and whether they genuinely inspire confidence and trust. Those that recognize and prepare for the human factor will be better equipped to navigate crises with resilience and credibility.

Let us know if you would you like to discuss how to integrate these elements into your crisis communications strategy.