In journalism school, students are taught that any complete news story must address five fundamental questions: Who, What, Where, When, and Why (sometimes adding How for good measure). These “Five Ws” form the backbone of information delivery, ensuring audiences receive a complete picture of events.
But as I discovered during our recent “Crisis Management for Events” podcast with PR veterans Jill Hawkins (Aniseed PR) and Paul Richardson (Vividink), these same five questions serve as powerful anchors when navigating a crisis.
Beyond Flapping: From Reaction to Response
As I confessed during our conversation, I’m a self-described “chief of flapping”, someone who tends toward panic when things go sideways. What Jill and Paul helped me understand is that my instinctive anxiety actually demonstrates a valuable trait: I care deeply about delivering quality experiences.
“Flapping can be a good thing,” Jill reassured me. “At least you’re preparing, at least you’re thinking about it.” The key, she explained, is channeling that concern into structured planning, and that’s where the Five Ws come in.
The Five Ws in Action
When crisis strikes an event, whether it’s a canceled speaker, technical failure, venue issue, or external disruption, these five questions provide an immediate framework for both understanding the situation and communicating effectively:
WHO
Who is affected? Identify all stakeholders impacted by the crisis: attendees, sponsors, speakers, staff, the wider public, and media. Different stakeholders require different communication approaches.
Who should communicate? As Paul emphasized during our discussion, having designated spokespeople is critical. “Do you have a spokesperson? Do you need two spokespeople? Do you need a substitute?” These decisions should be made before a crisis hits.
Who needs to know first? Establishing a priority order for communication helps prevent situations like the one Paul described where “people were queuing up outside a venue to get in to see a concert. The concert had already been cancelled. The organising unit, the venue knew, but nobody bothered to tell the customers.”
WHAT
What exactly happened? Obtain accurate information before communicating. As Jill noted, “Sometimes it’s okay to say ‘We don’t know yet, but we’re investigating,'” rather than sharing incorrect details.
What is our response? Determine concrete actions being taken to address the crisis. When I faced my own crisis, having to cancel an in-person event due to COVID, I failed to have a preemptive plan for what alternatives I could offer.
What should we say? Paul recommends having template statements prepared for various scenarios that can be quickly adapted to the specific situation. “Even if you never use them,” Jill added, “being ready is what matters.”
WHERE
Where is information being shared? Monitor all channels where discussion about your crisis might appear, social media platforms, industry forums, mainstream media, and attendee communications.
Where should we communicate our response? Ensure consistent messaging across all channels, from your website and social media to email communications and on-site announcements.
Where can people get assistance? Provide clear direction on where affected stakeholders can receive help, whether that’s a dedicated phone line, email address, or physical location at your event.
WHEN
When did/will it happen? Establish a clear timeline of the crisis and expected resolution to set appropriate expectations.
When should we respond? “You’ve got 20 minutes,” Paul warned, referring to how quickly news, especially bad news, spreads in today’s connected world. While the PRCA (Public Relations and Communications Association) suggests this timeframe, both Paul and Jill believe it’s even shorter now.
When will updates be provided? Set and communicate regular intervals for updates to prevent information vacuums that get filled with speculation.
WHY
Why did this happen? While complete investigation may take time, being transparent about known causes demonstrates accountability.
Why are we taking specific actions? Explain the reasoning behind your response to build understanding.
Why should stakeholders maintain confidence? Articulate why your response demonstrates competence and care, even amid challenging circumstances.
Moving from Reactive to Proactive
The most powerful insight from my conversation with Jill and Paul was that these Five Ws work best when engaged before crisis strikes. As event professionals, we should be asking:
- WHO might cause or be affected by potential crises?
- WHAT scenarios keep us up at night?
- WHERE are our vulnerabilities?
- WHEN are we most exposed to risk?
- WHY might these situations arise?
“The first step would be to work out what your crises could look like,” Jill explained, emphasizing the importance of identifying potential issues before they materialize. “And then the next step is to actually plan for who’s going to deliver if something does go wrong. How are you going to cope with it? Who are the people? Where are the places?”
Building Your Crisis Communication Framework
Based on the wisdom shared by Jill and Paul, here’s how to implement the Five Ws approach in your event planning:
- Schedule a Crisis Mapping Session: Gather key team members to brainstorm potential crises across Paul’s five categories: personnel, organizational, technological, natural, and financial.
- Create Stakeholder Maps: For each potential crisis, identify who would be affected and who would need to respond.
- Develop Template Responses: Draft flexible communication templates addressing the Five Ws questions for each scenario.
- Establish Communication Protocols: Determine channels, spokespeople, and approval processes in advance.
- Test Through Role Play: As Paul suggested, conduct desktop exercises to practice your response, even if you can’t “blow up half of Doncaster” like he memorably did during a crisis simulation.
- Review Regularly: Make your crisis plan a “living, breathing document” rather than something that sits on a shelf.
From Personal Experience
During our discussion, I shared my own crisis story, having to cancel an in-person event when COVID hit after pre-selling tickets. Without a proper crisis framework, I scrambled to find solutions, eventually offering an online alternative and free tickets to the following year’s event.
While most attendees appreciated my efforts, I know some walked away dissatisfied. Had I applied the Five Ws framework from the beginning:
- I would have identified WHO needed what information when
- I would have clearly articulated WHAT was happening and the alternatives
- I would have specified WHERE people could get updates
- I would have established WHEN decisions would be made
- I would have explained WHY certain options were or weren’t possible
As Paul kindly noted, “for a flapper, you flapped that beautifully,” but with proper planning, I could have transformed that flapping into structured response.
The Wisdom of Preparedness
The beauty of the Five Ws framework lies in its simplicity. These fundamental questions help organize thoughts in chaotic moments and ensure all critical aspects of communication are addressed.
As Jill wisely put it, “Think of the plan for the worst. Expect the best, plan for the worst.”
By embracing these Five Ws of crisis communication, and engaging with them before disaster strikes, event professionals can transform potential reputation-damaging moments into opportunities to demonstrate competence, care, and organizational excellence.
Maybe I’ll always be prone to a bit of flapping when things go wrong, but now I understand how to channel that energy into a structured response that serves all stakeholders with clarity and purpose.
For more insights on crisis management for events, listen to the full podcast episode with Jill Hawkins and Paul Richardson.
