Vous faites face à une résistance interne à votre stratégie de communication de crise. Comment allez-vous le surmonter ?

Understand the root causes of resistance by engaging colleagues to understand their concerns. Schedule 1-on-1 or group meetings to understand feedback, reservations and suggestions. Conduct a stakeholder analysis to understand their influence, interest and support of the strategy.

If you're going into a situation with assumptions, you'll realise that your plan missed the mark because you didn't tune into your team's concerns. Instead, lead with empathy. Ask questions, seek their input, and show them you value their perspective. Listening first isn't just a strategy—it’s a way to align everyone towards a common goal. Listen first, and watch how the conversation shifts from 'No way' to 'Let’s make this work'.

Clearly articulate the reasons behind the strategy. Answer "why this?" "why now?". People judge leaders by the decisions they make when they don't know the options the leader was faced with - so help people understand what other options were less desirable than the path chosen.

As a communication skills coach, I’d focus on creating an environment of openness and transparency. I'd begin by acknowledging their concerns—people need to feel heard before they can be led. Maybe I’d even host a session where we could explore the strategy together, encouraging input and collaboration. Trust is built when everyone feels like a valued part of the process. Most importantly, I’d be the first to share stories, even the ones where I’ve messed up before. It humanises the leadership and shows that mistakes are a part of growth. If you find this input valuable, I'm sure you'll love the practical strategies & stories shared on the podcast- Communicate101: speaking writing tips.

A few years ago, when we faced a major data breach, our crisis communication strategy met with significant internal resistance, particularly from the marketing team, who feared it would overshadow their current campaigns. To address this, I personally met with the team to understand their concerns and incorporated their feedback into a revised strategy. By clearly communicating the benefits of the strategy—such as enhanced brand protection and improved stakeholder trust—and involving them in the development process, I was able to align their goals with ours. Regular updates and celebrating early successes helped build their support, demonstrating how the strategy complemented rather than conflicted with their efforts.

I once worked with a University team so resistant they’d rather walk barefoot on Legos than embrace my strategy! I almost gave up but just before that, I became the walking, talking billboard for it. I lived and breathed that strategy—emails, meetings, even during coffee breaks, I’d casually drop in, “Oh, this is exactly why our new approach rocks!” At first, they stared at me like I was speaking Martian, but slowly, seeing me stick with it every single day, they caved. By the end, they were quoting the strategy back to me like I was a motivational speaker on a mission. Leading by example—worked like magic!