Rumors can spread like wildfire. In moments of deep upheaval, crisis media training for executives is the linchpin of a confident and effective response.

“Did you hear? There’s been a data breach. Thousands of customer accounts have been compromised.” Many companies have heard these whispers in office corridors, fanning into panic, with each version of the story more exaggerated than the last.

But then, the CEO makes a public statement in which she remains calm, collected, and deliberate.

“Yes, there’s been a breach,” she might begin, her voice cutting through the speculation. “Here’s what we know, what we’re doing, and how we’ll make this right.”

Clarity replaces confusion. Trust, while bruised, is not broken. This is the power of crisis media training for executives. When every word and gesture matters, preparedness becomes the difference between spiraling uncertainty and a confident response.

Executive media training is no longer a luxury but a necessity. It involves charting crisis communication strategies and building a trusted public persona. Let’s explore the tools leaders need to steer their organizations through stormy weather—and come out stronger on the other side.

Getting Ahead of the News

News travels faster than ever across 24-hour traditional media channels, social posts, and livestreams. A crisis can spiral into a full-blown viral spectacle in hours. A cybersecurity breach, public relations gaffe, or preventable disaster can damage your reputation if you don’t respond swiftly.

Executives often find themselves thrust into the spotlight. Their words, tone, and body language can leave a lasting public impression. Consider their challenges: pointed or loaded questions and non-verbal cues under glaring lights. Without the right training, a leader can amplify the crisis instead of containing it.

Media training equips leaders with the skills to face these challenges confidently. Techniques like mock interviews and crisis simulations prepare them to think on their feet and project trustworthiness.

Remember what BP’s CEO Tony Hayward said during the Deepwater Horizon oil spill? While seemingly candid, his statement, “I’d like my life back,” appeared tone-deaf, and the public was outraged. Media training could have helped Hayward pivot to focus on the victims, the environment, and the company’s response.

The Components of Crisis Media Training

In my field, I am always impressed when I see a CEO confidently field questions from an agitated press corps. Camera-ready skill is just one part of the equation. These polished performances are built upon a foundation that strengthens leaders and their organizations long before a crisis hits.

Leaders need more than scripted notes. They need an entire support framework to help them respond effectively and see past the crisis to the bigger picture. Here are five components of an effective crisis media strategy:

1. Build a Framework for Composure. Training starts with helping leaders understand how to stay calm and think strategically under pressure. A crisis is rarely a single moment; it’s a series of decisions and interactions that demand poise. Media training incorporates tools to help leaders slow down, organize their thoughts, and deliver responses that demonstrate control.
2. Tell a Cohesive Story. Media training helps executives craft a unified story that connects with stakeholders. Leaders must demonstrate empathy and purpose with a consistent message that builds trust, even as the media spins worst-case scenarios.
3. Align Actions with Words. Crisis media training emphasizes a leader’s actions along with their public statements. This includes tone, body language, and the substance of their messaging. Their credibility must hold up to scrutiny, whether addressing a live audience or a social media firestorm.
4. Know Modern Media. The digital age demands rapid, strategic responses. Training incorporates social media, where misinformation can spread like wildfire. Leaders learn to cut through the noise, address concerns directly, and control the narrative in channels where attention spans are short and opinions form quickly.
5. Simulate Real-World Pressure. Mock press conferences and interviews allow executives to test their skills under realistic conditions. They allow leaders to rehearse responses and develop an instinct to stay clear, composed, and on message when the stakes are high.

Leaders who prepare in advance are better equipped to face a crisis effectively and emerge with their company’s reputation intact.

What Success Looks Like

A successful crisis media communicator calmly stands in the middle of a storm. They manage the moment and set a tone that shapes how people remember the crisis.

During the height of the COVID-19 pandemic, Marriott International faced the same public health crisis that hotels worldwide had to grapple with. Marriott’s business had declined by 75% in most markets—a downturn surpassing the combined effects of 9/11 and the 2008 financial crisis.

Arne Sorenson, Marriott’s CEO at the time, delivered a deeply personal video message to employees and the public. He didn’t sugarcoat the gravity of the situation. Instead, he laid out the hard realities of the difficult choices ahead and what the company was doing to protect its future. He announced he would forgo his salary for the remainder of the year and implement a 50% pay cut for his executive team.

His transparent and empathetic communication is widely recognized as how leaders should act during a global crisis.

Take the First Step

Leaders who stand out aren’t the ones with all the answers—they’re the ones who communicate with clarity and heart. Crisis media training enables leaders to show up when it matters most.

As you reflect on your organization’s readiness, ask yourself: How prepared are you to face the unexpected? Have you invested in the skills that build trust, reinforce values, and position your leadership as a steady hand?

It starts here. Whether scheduling media training, rethinking your crisis communication strategy, or simply starting a conversation with your team, I encourage you to take the first step toward being the leader your organization needs when it matters most.