Say It Before It’s Too Late: The Leadership Conversations That Save Crises

In an emergency, a seemingly overwhelming volume of urgent tasks needs to be made—coordinating response efforts, managing communications, ensuring safety, and making real-time decisions under pressure. Amid all this, you also need to “manage up”—keeping leadership informed, helping them grasp the gravity of the situation, and securing their approval to move forward with critical actions. It’s not just managing the emergency; it’s managing up while the clock is ticking.

Here’s how to approach those critical moments with clarity, confidence, and integrity.

1. Prepare the Groundwork Before the Crisis Hits

The best difficult conversation is the one you never have to have because expectations were set early. Leaders need to know that your role includes telling hard truths, flagging blind spots, and recommending urgent actions—even when the message isn’t popular. Build trust now by being a consistent, credible voice. Familiarize leadership with your protocols, risk assessments, and the types of decisions they may need to make quickly in a future crisis. Early investment in this relationship creates a foundation for faster, smoother decision-making under pressure.

2. Lead with Facts—But Be Ready for Emotions

In an emergency, facts are your foundation—but don’t ignore the emotional realities accompanying crises. Fear, confusion, or concern for reputation can shape how leaders receive your message. Use clear, calm language backed by solid data. If you're recommending a building closure, staff notification, or media response, explain the rationale, reference the risk, and clarify the consequences of inaction. Don’t just present a problem—offer solutions.

Example: "Campus police have reported a credible threat. We recommend a temporary lockdown of Building A. We know this disrupts operations, but the risk of inaction is higher. Here’s the protocol we’d follow and how we’ll communicate with staff."

3. Know When to Push—and When to Listen

Not every leader responds to a crisis in the same way. Some want complete control; others lean heavily on advisors. It's your job to read the room and adjust your delivery.

If your message is urgent, say so. Be respectful but direct: "I need to share something that may be hard to hear, but it's important for making the right call."

If you sense hesitation, ask, "What’s your biggest concern right now? Let’s work through it together."

You’re not just delivering information—you’re guiding decision-making under stress. Sometimes that means speaking even when it’s uncomfortable.

4. Protect the Mission, Not Just the Mood

It’s tempting to downplay risks or soften messaging to preserve calm or avoid conflict. But sugarcoating the truth can delay critical action. Remember: you're protecting people, operations, and institutional trust. Let your professionalism speak louder than fear. Document your assessments, follow protocols, and stay focused on outcomes. Leaders may not always agree, but will respect your clarity and courage over time.

5. Debrief and Reflect

Once the dust settles, circle back. Debrief what worked, what didn’t, and how communication flowed. If you encountered resistance, address it constructively: "I noticed it was difficult to get quick alignment on the shelter-in-place order. Let's talk about how we can streamline that next time."

These conversations make future ones easier—and signal your commitment to shared improvement, not blame.

Final Thoughts

Difficult conversations during a crisis aren't signs of dysfunction—they're a hallmark of strong leadership and professional integrity. When approached with preparation, empathy, and courage, these conversations can lead to faster action, better decisions, and ultimately, safer outcomes for everyone involved.

So when the time comes, speak up—your voice might be the one that turns the tide.

Andre Watson is an ASIS International board-certified security professional who owns Secure Response Strategies. His security consulting firm specializes in crisis response planning, security assessments, and training program development.

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