Handling the Moment: Crisis Communications for Small Teams (Virtual Workshop): Q&A with Sarah Fleming of Cove Public Affairs

No matter how hard you prepare or plan or prime yourself, sometimes, a crisis may emerge. And while you sometimes can't keep that from happening, what you can control is how you deal with it.

While nobody likes anticipating the worst, preparation is key. That's why we're thrilled to have Sarah Fleming of Cove Public Affairs lead our upcoming workshop in PR crisis management for arts organizations as part of our Grow to Lead program.

Arts organizations often operate with limited capacity but face very public pressures and challenges when issues arise. This session provides practical strategies for managing communications during high-pressure situations, from social media backlash to governance issues and event disruptions. Designed for small teams, participants will learn how to respond quickly, communicate with clarity and protect trust with key audiences when it matters most.

We caught up with Sarah to talk about the unique circumstances of arts organizations when it comes to crisis communications, what they should and shouldn't do during a crisis, and why taking time to analyze the situation is key.

Sarah Fleming of Cove Public Affairs.

Business & Arts NL: What unique factors or challenges do arts organizations face when it comes to PR crisis management compared to, say, a corporate business? 

Sarah Fleming: The organizations that handle communications best — whether they’re arts organizations, businesses, governments or non-profits — are the ones that understand their values, understand their audiences and communicate in a way that feels genuine. In the arts sector, that connection to values and community is often more naturally built into the organization’s culture and purpose.

That can create added pressure during difficult situations because audiences, artists, funders and community members often feel personally invested in the organization and what it represents. Issues can become emotional and public very quickly, especially online.

At the same time, that strong foundation of trust and authenticity is also a real advantage. Arts organizations tend to understand instinctively that reputation is built through relationships and credibility over time — not just through polished messaging during a crisis.

Many organizations are also working with very small teams and limited capacity, often without dedicated communications staff or formal crisis plans. They are balancing the expectations of boards, artists, audiences, funders, sponsors and government partners all at once.

What I always remind organizations is that effective crisis communications is not about having the perfect statement. It is about responding in a way that is calm, clear, honest and aligned with your values. Organizations that already have genuine trust with their audiences are usually in a much stronger position when challenges arise.

Business & Arts NL: What's the single most common mistake you see organizations make in the first 24 hours of a PR crisis, and what should they do instead?

Sarah Fleming: The most common mistake, or mistakes, I see are two sides of the same coin. Many organizations react before they fully understand the situation — or just as often, they wait too long to say anything at all.

In the first 24 hours, there is usually pressure to move quickly, especially online. People want information, media may be asking questions and internal stakeholders are looking for direction. In that environment, organizations can sometimes respond emotionally, speculate, become defensive or release messaging that has not been properly thought through. On the other hand, going completely silent for too long can create confusion, erode trust and allow others to fill the information gap with speculation or inaccurate information.

What organizations should do instead is slow the situation down internally before speeding up externally. Take a moment to gather facts, identify who needs to be involved in decision-making and agree on a few clear messages. Even if you do not have all the answers yet, it is often better to acknowledge the situation early and communicate what you do know, what steps are being taken and when people can expect further updates.

The goal in those early hours is not perfection, but to demonstrate that the organization is aware, engaged, thoughtful and responding responsibly. Calm and credible communication goes a long way in protecting trust during difficult moments.

If I can add another mistake, it’s failing to recognize and address an issue before it becomes a crisis. Not all issues occur as an incident or single moment that defines the clear beginning of a crisis. Often, it is already smouldering beneath the surface as a less obvious issue well in advance. Strong issues awareness and management skills can sometimes negate the need for a crisis response.

Business & Arts NL: For a small arts organization with no dedicated communications staff, where do you even begin when building a crisis readiness plan, and what's a realistic first step they can take right now?

Sarah Fleming: The good news is that crisis readiness does not have to start with a long, complicated plan. A thorough and professional plan helps, but the reality is that resources do not always allow for that. For small organizations, the most important thing is simply having a basic structure in place before an issue happens.

A realistic first step is to sit down as a team and identify the most likely situations you could face. That might include social media backlash, an event disruption, a governance issue, a public complaint or a safety concern. Think about the various types of scenarios and nuances that can occur within each of the potential situations. Then ask a few practical questions: Who needs to be involved? Who speaks publicly? How do we contact each other quickly? What audiences would need information first?

From there, I recommend creating a simple one-page crisis communications guide. Include key contacts, roles and responsibilities, approval processes, social media passwords, media response protocols and a few basic message templates. Even something very simple can make a huge difference when emotions and pressure are high. Your organization’s values should stand out on the page as well. Those values are often what you will be judged against. They should be the foundation of decision-making and present in the key messages.

I also encourage organizations to think about crisis readiness as relationship-building, not just crisis response. Organizations that communicate regularly, build trust with their audiences and are clear about their values are often much better positioned when challenges arise.

You do not need a large communications team to respond effectively. In many cases, preparation, clarity and calm decision-making matter far more than having polished corporate processes. A small team that trusts one another, is aligned in its values and operates with the same goals can be incredibly effective.

Workshop: Handling the Moment: Crisis Communications for Small Teams (Virtual Workshop)*
Date/Time: Thursday, May 28 from 11 a.m. to 12:30 p.m. NST
Location: Online via Zoom
Price: Free
Registration: Click here to register for the workshop "Handling the Moment: Crisis Communications for Small Teams"

*To help tailor the session to your needs, Sarah has invited participants to complete a short survey in advance: https://www.surveymonkey.com/r/RJQJ8RC