When a company suffers a cyberattack, leaks customer data or faces a major public scandal, telling the truth is essential. But new research suggests it is not enough on its own: organisations also need to communicate early, treat people with respect and show how they intend to put things right.
The study , led by researchers at the University of Portsmouth, identifies six principles that can help businesses communicate honestly during a crisis and rebuild relationships with the people affected.
The findings come at a time when well-known UK retailers like Marks and Spencer and Asos have recently faced cyberattacks, data breaches or operational disruption, putting their communication with customers under intense scrutiny.
Customers and other stakeholders affected by a data breach need more than a notification that their information may have been compromised. They want clear explanations, regular updates, an acknowledgement of the impact on them and reassurance that meaningful action is being taken.
Drawing on interviews with 20 marketing practitioners, the researchers identified six principles of honest crisis communication (see Editors' Notes). They reveal that truth-telling alone is insufficient and that honesty - as a communication strategy - requires balancing multiple principles in crisis response.
Honesty in a crisis is about much more than making a statement or admitting that something has gone wrong. People want to know what has happened, what it means for them and what an organisation is doing to put things right. Our findings show that being proactive, respectful and focused on solutions is just as important as being transparent.
Dr Jason Sit, School of Strategy, Marketing and Innovation at the University of Portsmouth
While many of these principles reflect established ideas about transparency, trust and accountability, the researchers highlight three that deserve greater attention: being proactive, communicating respectfully and focusing on solutions.
Together, they point to what the researchers describe as collaborative relationship building involving stakeholders, listening to their concerns and working towards constructive solutions, rather than simply trying to protect an organisation's reputation.
Dr Jason Sit , School of Strategy, Marketing and Innovation at the University of Portsmouth, said: "Honesty in a crisis is about much more than making a statement or admitting that something has gone wrong. People want to know what has happened, what it means for them and what an organisation is doing to put things right. Our findings show that being proactive, respectful and focused on solutions is just as important as being transparent."
The research could help organisations rethink how they respond when things go wrong. In the case of a cyberattack, for example, this could mean providing timely updates even when all the details are not yet known, being clear about what customers should do to protect themselves and explaining what is being done to strengthen security.
The study also highlights the importance of treating crisis communication as a meaningful way to maintain relationships, not simply manage reputational damage. A company's response can influence whether customers feel ignored or supported, and whether trust can be rebuilt over time.
The study provides a communication framework for organisations to consider not just what they say when a crisis happens, but how they engage with the people affected and what they do afterwards.
