There is a bright red flyer on all the chairs in the meeting room on the Bordewijklaan. In capital letters are the words NO PANIC! Underneath are the words First aid for crisis communication. The flyer is about the book that Veurman wrote and is described as a guide that will make you more resilient in everyday practice. And that is desperately needed, Veurman emphasises at the beginning of her presentation. "Companies so often come to a standstill in the event of a crisis, while you can always say something."
Communication afternoon 2025
The first event organised by the Association about the latest developments in the communication profession was dominated by crisis. How do you stay afloat when the pressure increases? During the meeting, the participants could choose from a number of sub-sessions, including that of UP. In this article a short impression of that session.
Every crisis is different
UP was founded in 2020 and now consists of six team members who help organisations when things get tense. That can be anything, Veurman emphasises. From data breach to murder and everything in between. "One thing is certain: every crisis is different. Therefore, take good care of your reputation, because it lives longer than you."
She asks the audience who has ever experienced a crisis in the past twelve months. About half raise a hand. Is everyone well prepared? Could be better, is the first spontaneous reaction. But how do you actually recognise a crisis? According to Veurman, there are six characteristics:
1. Hard awakening from reality
2. It Escalates in a Short Time
3. Panic – similar to an accident, one person freezes as a bystander, while another helps immediately.
4. Irrational behaviour
5. Chaos in communication
6. The media is involved
Veurman: "A simple issue can grow into a crisis. How do you deal with that? Are you prepared for that? Always think about what can happen."
"Take good care of your reputation, because it lives longer than you"
Case 1: Breast reconstruction
Maybe you know this case. Two patients must send photos of their breasts to their insurer in early 2024 to determine whether they are eligible for reimbursement. Plastic surgery is not reimbursed if it is not medically necessary, but that cosmetic distinction is difficult. If not impossible.
The news was therefore mainly about the rejection of the health insurer, De Landtsheer emphasises. "One of the journalists of the NOS knew someone with breast cancer and her articles even lead to parliamentary questions. Eventually, the pressure becomes so great that it is decided to reimburse everything. Such a decision is good, but the time pressure under which it had to be made certainly is not."
A crisis is an opportunity
"Don't wait until the crisis breaks out, because then you'll be too late," Veurman responds to this first case. "A crisis is an opportunity, provided you are prepared. Because during a crisis you don't have that much time."
What can you do? Make a stakeholder analysis, as broad as possible. In addition, work out scenarios. What can happen? What has the most impact? Veurman: "Maybe your figurehead in the media is flying off the rails. Or a customer keeps a lot of house on social media. Or you are not available at all due to a power outage? Not to mention the geopolitical pressures that are leading to tensions worldwide. Therefore, make sure you have a crisis strategy, in which you arrange the mandate, among other things. If twenty people have to pee on a statement or press release, it all takes far too long. And it is precisely that first message that is so important."
Her last tip concerns practice. "Not only media training, but also simulations. What do we do? Who is in the crisis team? Practice, practice, practice is the credo. And pay attention to accessibility, because make no mistake: a crisis is usually not between 9 and 5, but between 5 and 9."
Case 2: Data breach
Of course, it can happen to anyone, but in this second case, customers of CZ are shown a message that was clearly not intended for them. The 'blame' lies with the external service provider and the question is what is the best thing to do. "What would you do?", Veurman asks the audience. "Are you going to say that the IT supplier is the problem?" Two answers follow from the audience. "I would pull it to myself." And, "no of course not, they are your insured after all." "Very good," responds Veurman, "because people wouldn't believe you either. Therefore, always solve such a case at the back end. Take your responsibility at the front."
Complicated and difficult
Crises are complicated, while the stakes are often high. "That's what makes a crisis so difficult," says De Landtsheer. According to her, it is important that you can explain your story well. "Otherwise, you'll be talking about the same story again next week and it will stick."
A question from the audience. "What is wisdom when something goes wrong? Do you have to sit still when you are shaved?" "The difference is often in what is right and what is socially right," Veurman responds. "Do you want to be legally right or guard your reputation? I am not in favour of sitting still. If you don't tell your story, someone else will do it for you and it is no longer your story. Therefore, don't wait until you are asked something, but bring out your own story. You keep it under control and that is much better than waiting for it to blow over."
"If you don't tell your story, someone else will do it for you and it is no longer your story"
Case 3: Murder
In early December 2024, Brian Thompson is murdered in broad daylight in the US. Thompson is the CEO of UnitedHealthcare. His employer writes a message on social media that they are "saddened by the death of their friend and colleague". Their 'reward'? 127,000 smiling faces. De Landtsheer: "The responses to this post quickly turned to the insurance system in the US and not at all about the murder. A huge and painful error of judgement to make the death public via social media."
The case was not chosen randomly, because although it seems like a distant memory, UP also regularly has to deal with a murder case at one of the customers. "Sad, but it happens," Veurman concludes. "And if it happens, put the brush down immediately. Stop whitening and start talking. Don't wait for the crisis to break out, because then you'll be too late."
(Image: Ivar Pel)