We caught up with Peter Davenport, Definition’s crisis comms expert, to chat about his career — starting as a reporter covering major news events, right through advising organisations through some of their toughest moments.
Peter shares memorable moments from his time on the frontline, offers practical tips you can use before and during a crisis, and explains why staying calm, acting fast, and always telling the truth remain fundamental to smart crisis management.
If you want straight-talking insights into the how, what and why of crisis comms, then read on.
Can you tell us a bit about your career journey?
“I left school at 16 in a pit village in Yorkshire with only a handful of GCSEs. My first stab at landing a junior reporter job at my local newspaper didn’t work out. Instead, I ended up selling washing machines for Curry’s — but thankfully for just a few weeks before the newspaper decided to hire two junior reporters and offered the second position to me.
“From the day I started, I just loved the idea of earning a living talking to people, unearthing stories and writing. And yes, I guess I was also just a bit nosey. That natural curiosity sustained me for 25 years as a senior national and international journalist, including a decade at The Times where I served as Defence Correspondent for a time.
“Working in journalism took me to more than 20 countries — from India, the USA, the Falklands, Oman and most major European nations. I sailed the North Sea in a trawler battered by Force 11 storms, flew to the Falklands with the RAF and Defence Secretary, and sailed the Indian Ocean with the Royal Navy — among many other adventures.”
What made you jump from frontline journalism at The Times to working in PR and strategic comms?
“I loved my time in journalism, but after 25 years, I wanted to try something new and thought I could make my fortune in PR. That didn’t quite work out as planned. I always tell people, I may not have had a wealthy life, but I have certainly had a rich one in terms of experiences.”
From interviewing rock stars to advising boardrooms — how have these varied experiences shaped your approach to comms?
“As a journalist, I interviewed Hollywood icons, rock music legends, global sports stars, senior politicians, military leaders, terrorist chiefs and even travelled with a Pope. I’ve covered major events including Bloody Sunday in Londonderry, the Hillsborough disaster, the Bradford football fire, the bombing of Pan Am 103 over Lockerbie (now the subject of a major television docudrama), the year-long miners’ strike and the hunt, capture and conviction of the Yorkshire Ripper.’ Covering these events, often painful and dramatic, showed me how vital clear, honest communication is, and how quickly misunderstandings can fuel tensions and escalate crises.
“When I moved into PR and started my own agency, I worked closely with organisers of the Commonwealth Games and the Round the World Yacht Race, I learned the value of considering where and how even the best prepared plans could go wrong and the need for fast and accurate communications if they do. The key lesson? Never take anything for granted.”
What’s one thing most people get totally wrong about crisis comms?
“There are two common mistakes: first, saying nothing; second, saying too much. I always preach a simple mantra to organisations: don’t screw up — but if you do, don’t lie about it. You will be found out, and the consequences of that can be greater than the crisis itself.”
Can you tell us about a standout moment where your crisis advice helped a client navigate a tough situation?
“I’ve advised organisations across many different sectors, facing all kinds of crisis situations. One that stands out happened recently when I took a call from a school where a student had been attacked and killed outside the school gates. The school was being bombarded by media calls, worried parents and concerned community leaders.
“I was driving at the time, so I pulled over, got straight on the phone with the Head to grasp the facts. After, I quickly drafted media statements and arranged for all media calls to the school to be diverted to me. The Head was keen to address the local community, so I helped write his speech and organised for him to deliver it in front of community representatives. The BBC filmed it and agreed to share their footage with other media outlets. This helped calm community tensions and limited media pressures on the school.”
What do you find most fascinating about working in crisis comms?
“Literally every crisis is different, and they happen at the most unexpected times. Crises don’t work a 9-5, Monday-to-Friday routine. In many ways, it gives me the same buzz as journalism did.
“It’s also incredibly helpful to have worked as a journalist, as you understand the pressures both are under and anticipate the angles they’re going to take. This is critical in formulating responses and communication strategies.”
How has crisis communication evolved, and how should brands keep up?
“The major development I’ve seen in crisis comms is speed. With social media now in the mix, information — and misinformation — can spread quickly. If an organisation leaves a gap in their comms during a crisis, it can quickly fill up with misinformation that’s damaging, dangerous and has serious real-world consequences.
“And with increasingly cynical audiences, a diverse media, the deliberate spread of misinformation, and the use of the ‘fake news’ label to dismiss genuine stories, it’s clear having a solid crisis comms plan in place has never mattered more.
“Recently, we saw how important good crisis comms is during the cyber attacks on major brands like M&S, the Co-op, Harrods and Adidas. How these companies communicate to customers in those first moments directly impacts customer loyalty and future commercial interests. It might seem harsh, but the problems experienced by one brand can provide valuable lessons for others. So, keeping tabs on the news, studying annual reports of companies hit by crises (which detail their impact and their resolution), and joining expert discussions, all offer the chance to learn.”
What tips would you give businesses looking to boost their crisis readiness before trouble strikes?
“Crises happen when you least expect them. Sometimes they can be caused internally, or by external events completely beyond your control.
“Any sensible, well-managed business will have a business continuity plan designed to keep it running during a crisis. You should also have a crisis comms plan that identifies and ranks risks, predicts impacts, affected audiences, outlines messaging and assigns roles and responsibilities.
“Crisis communications doesn’t fix the problem, but it’s there to limit the damage, protect professional reputation and commercial interests.”
During a reputational crisis, what are the key principles every organisation should remember?
“When a crisis hits, stay calm, think clearly, act decisively, control the narrative, communicate authoritatively and always show empathy for those affected. Above all else: don’t lie.”
Does AI bring any benefits to crisis comms?
“In a crisis, senior leaders need advisers with experience, expertise, empathy and someone who can tell them hard and sometimes uncomfortable truths. Crisis planning and ‘live’ issues handling depend on human judgement and relationships.
“Although I think AI does have a role to play in crisis scenario training. Once your organisation has a clear crisis comms plan, AI tools can help build realistic and interactive role-play scenarios based on specific risks. These simulations can test individual members of the crisis comms team on their assigned roles and responsibilities, so everyone knows exactly what they’re supposed to do.
“You can even use AI to create virtual versions of journalists, regulators, customers, activists or employees, allowing you to rehearse exactly how you’d respond in realistic, unfolding situations. It’s especially useful when your crisis team members work remotely or are spread across different locations.”
What qualities make someone succeed in crisis comms?
“You need real-world experience, sharp critical thinking and the ability to make sense of complicated issues and their impact. Personality matters too — you’ve got to stay calm under pressure and possess the confidence to reassure worried executives.”
What resources would you recommend to someone wanting to sharpen their skills in crisis, reputation, or strategic comms?
“A book I would recommend is ‘How to Survive a Crisis’ by Professor Sir David Omand, former Director of GCHQ. It’s insightful and instructive.”
And finally, if you could advise any organisation — from the past or right now — who would it be, and why?
“The Post Office. I’d make sure they didn’t break every rule of good crisis comms. Their handling of the Horizon scandal was a textbook example of what not to do — denying facts, bending the truth, and prolonging the suffering of those caught up in an appalling miscarriage of justice. In doing so, they managed to destroy the reputation of a once respected and cherished national institution.”