Why do the wildest rumors arise during coffee breaks in crisis situations? Why do employees feel abandoned precisely when clear information is most important? How do some companies manage to keep their teams together despite difficult times and emerge from the crisis stronger than ever?
These questions are preoccupying Swiss companies from Zurich to Geneva more than ever. Recent years have shown that crises often come unexpectedly and hit organizations with full force. Whether cyberattacks, economic turmoil, or unforeseen events—the way you communicate internally is a key factor in the success of your crisis management.
The Swiss business landscape has undergone fundamental change. According to a study by the University of St. Gallen, 92% of Swiss companies use social media for their communications, but only 60% have a specific plan for social media crisis communications. This discrepancy shows that many organizations are inadequately prepared for modern crisis scenarios.
Internal crisis communication faces particular challenges. Employees today expect fast, transparent, and authentic information—not just when the media has already reported on it. In the compact Swiss business world, where news spreads at lightning speed, a lack of internal communication can have devastating consequences.
Digitalization has not only created new risks, but has also fundamentally changed the dynamics of communication. Working from home, hybrid working models, and the use of a wide variety of digital channels require a rethink in the way we reach and inform employees.
A well-thought-out information cascade forms the backbone of any successful internal crisis communication. But what does that mean for your company in concrete terms?
The information cascade works like Swiss clockwork—precise, reliable, and perfectly coordinated. It starts with the crisis management team and flows systematically through all hierarchical levels to each individual employee.
Stage 1: The crisis management team This is where everything comes together. The crisis management team gathers information, assesses the situation, and makes decisions. Important: Define in advance who belongs to this committee and what powers it has.
Stage 2: Senior management Top management must be informed immediately and set the strategic direction for communication. In Swiss SMEs, the management team itself often takes on this role.
Stage 3: Middle management According to Marcus Ewald, a leading expert in crisis communication, middle management plays a crucial role in a crisis. These managers are the most important multipliers and must be particularly well prepared.
Level 4: Employees Your employees are at the end of the cascade—but they should never feel like they are the "last link." Information must reach them in a timely, complete, and understandable manner.
In Basel, Bern, or Lugano—speed counts everywhere. But speed must not come at the expense of quality.
A proven principle is: inform internally before informing external stakeholders. Nothing undermines trust more than when employees learn important news from the media.
Set clear time frames:
A study by Jesper Falkenheimer from 2022 shows that employees perceive internal crisis communication messages differently depending on which internal organizational group they belong to. People in production need to be addressed differently than office workers.
Use an intelligent channel mix:
Important: Define a main channel for crisis communication. Your employees need to know where to find reliable information in an emergency.
In times of crisis, managers are more than just conveyors of information—they are anchors of trust, sources of encouragement, and guides. Their communication plays a decisive role in determining whether a team sticks together or falls apart.
In times of crisis, the role of leadership undergoes a fundamental change. Instead of just giving instructions, managers must:
Convey confidence Even if the future is uncertain, your managers must radiate calm and confidence. This does not mean glossing over problems, but rather showing a clear path through the crisis.
Show presence Whether in Zurich, Lausanne, or St. Gallen—physical or virtual presence is crucial. Managers who retreat during a crisis lose the trust of their teams.
Listen and encourage dialogue. One-way communication does not work in crises. Create spaces for questions, concerns, and suggestions. Employees often have valuable ideas for crisis management.
Swiss people value honesty and directness—especially in difficult times. Your managers should:
Invest in your managers' crisis communication skills:
Regular training Simulate crisis scenarios and practice communication. Media training can also be valuable for internal communication.
Clear language guidelines Develop key messages and wording aids. Your managers should not have to improvise.
Technical equipment Ensure that all managers are proficient in using the necessary tools—from video conferencing software to employee apps.
Rumors spread like wildfire—once ignited, they are difficult to control. In the closely networked Swiss business world, false information can spread particularly quickly and cause enormous damage.
Rumors fill information gaps. When official communication is lacking or comes too late, people begin to piece together their own version of the truth.
The most common triggers:
Speed over perfection It is better to communicate what you know early on than to wait too long for the "perfect" information. Saying "We are still clarifying the details and will let you know by 2 p.m. tomorrow" is better than remaining silent.
Establish a "single point of truth." Create a central point of contact for verified information. This could be a special intranet page, a hotline, or a dedicated Slack channel.
Address rumors directly. If you hear rumors circulating, address them openly. "We have heard that..." – and then clarify the situation.
Every company has informal opinion leaders—use them constructively:
Identify key individuals who enjoy the trust of the workforce. Involve them early on and make them ambassadors of accurate information.
Establish feedback channels. Set up anonymous reporting channels that employees can use to report rumors or uncertainties. This will enable you to identify misinformation at an early stage.
Theory is important—but what counts is practical implementation. Here are some concrete measures you can implement right away:
Every Swiss company, whether in the financial sector in Zurich or in tourism in Graubünden, needs a written crisis communication plan.
This should include:
Important: Print out the plan! In the event of a cyberattack, a digital document will be of little use to you.
Invest in robust communication systems:
Establish systems for early detection of crises:
After the crisis is before the crisis. Systematic review of crisis communication is crucial for future improvements.
Conduct a structured follow-up after every crisis:
Record your findings in writing and adapt your crisis communication plan accordingly. What works in Basel may not necessarily work in Geneva—take regional characteristics into account.
Crisis communication is not a static concept. It must evolve with your company and the environment:
Swiss corporate culture offers particular advantages for successful crisis communication:
Use consensus orientation The Swiss tradition of consensus building can be an advantage in crises. Include different voices and find common solutions.
Multilingualism as a challenge and opportunity In a country with four national languages, accurate translation is crucial. Ensure that your messages are consistent in all relevant languages.
Practice quality awareness Swiss employees expect quality in crisis communication too. Invest in professional support where necessary.
The trend is clearly moving toward even faster, more personalized, and technology-supported communication. According to current industry trends, internal communication is increasingly shifting from an editorial to an advisory role.
Artificial intelligence will help to process information more quickly and tailor it to specific target groups. But despite all the technology, the human factor remains crucial.
How quickly should the first internal communication take place in a crisis? Ideally, within 30 to 60 minutes after the crisis becomes known. Employees should always be informed before external stakeholders. Even a short message saying "We are aware of the situation and are dealing with it" is better than silence.
What are the most common mistakes made in internal crisis communication? The two biggest mistakes are hesitating too long for fear of providing false information and failing to provide regular updates. Employees accept uncertainty when the process is communicated transparently.
How do I deal with employees who spread panic? Seek direct dialogue, listen to their concerns, and provide fact-based information. Fear is often behind this, which can be alleviated through clear communication. Offer additional channels of communication.
Should we communicate daily during the crisis? That depends on the dynamics of the crisis. Reliability is more important than frequency: if you announce that you will provide information daily at 4 p.m., then stick to it. It is better to communicate less frequently but reliably.
How can I best prepare managers for crisis communication? Through regular training, clear language guidelines, and practical exercises. Simulate different scenarios and practice difficult conversations. External coaching can be very valuable.
What should you do if confidential information leaks out? Respond quickly and objectively. Only confirm what is already public knowledge and refer to the official communication. Internally, you should reemphasize the importance of confidentiality without assigning blame.
Want to take your internal crisis communication to the next level? Brand Affairs can help you build robust communication structures that will stand the test of time, even in turbulent times. With over 18 years of experience advising Swiss companies and our network of communication experts, we develop tailor-made solutions for your organization.
Contact us for a no-obligation consultation. Together, we will develop a crisis communication plan that fits your corporate culture and keeps your employees well informed and motivated, even in difficult times.
