Three Common Crisis Management Mistakes By Anna Hutsell

Preparation and a Correct Mindset Guide Leaders Through Crisis

We may naturally anticipate a crisis in our personal lives. However, we are preparing for future health challenges through diet and exercise, or maintaining an emergency fund for an unexpected event like a basement leak. But what about our professional lives or the organizations we steward? Do we prepare for trouble there? 

Jesus warned us: “In this world you will have trouble …” 

Army Col. Jeff Cooper’s Color Code, originally developed to describe levels of situational awareness, offers a valuable framework for understanding the mindsets leaders often adopt before and during volatile situations. Too frequently, they remain in Condition White, unaware or dismissive of emerging threats, or they jump to Condition Red, reacting under pressure without a plan. Either extreme risks make it worse.

Sensitivity and Accountability

In today’s environment of cultural sensitivity and instant public accountability, leaders of faith-based institutions must realize that it is not a question of if but when they will experience turbulence. You cannot afford to be unprepared, and preparation starts with a correct mindset.

Here are three common mindset mistakes leaders make when considering and preparing for crisis management, and how adopting a disciplined, spiritually grounded approach can make all the difference.

Operating from Fear

Leaders who make decisions out of fear often fail to take ownership, quickly losing the trust of those they lead. People admire leaders who confront challenges head-on, even when the problem isn’t of their own making. Fear, however, breeds avoidance and sends a message of uncertainty over conviction.

Fear-driven leadership reveals a lack of preparedness. This reactive posture leaves teams scrambling when inevitable challenges arise. Moreover, fear can cause leaders to ignore or minimize accusations, delaying response and action until the damage is already done. 

Authentic leadership requires courage: the courage to prepare, to respond quickly and transparently, and to face hard truths without retreat. When leaders move beyond fear, they create cultures of trust, resilience, and readiness that can weather any storm.

Feeling Out of Control

When a situation spirals, information is incomplete and emotions run high, and it’s easy to feel out of control. In these moments, reactivity can masquerade as leadership with quick statements, hasty decisions, or silence driven by uncertainty. These reactions can compound confusion and erode trust.

Great leaders resist the urge to be reactive for two main reasons: 

• They understand that weathering criticism is part of leading well, and long-term consistency will speak louder than the noise of the moment. Sometimes, gaining this perspective requires help from outside voices. As a seasoned crisis counselor, I always aim to bring clarity, objectivity, and calm, helping leaders see beyond the immediate chaos to chart a course toward stability and resolution.
• They are adequately prepared. The time before a crisis occurs is the only phase of an incident that your organization can control. Take advantage of this time and prepare. Establish a managment plan, develop foundational key messaging, monitor what’s being said about your organization, and equip your staff through a crisis communications boot camp.

Believing the Incident Came Out of Nowhere

In my experience, most PR problems are management problems that become public. When unexpected situations occur, what seems like an anomaly is often a situation that reaches a boiling point. A classic example is the catastrophic fall of Enron in 2001. What felt sudden to many employees and investors was actually longstanding accounting fraud.

It’s imperative to know your vulnerabilities. Is your communication being flagged as tone-deaf, suggesting that your organization lacks a foundational messaging strategy? Is a complaint coming from an area of known weakness? Do your employees know how to raise concerns? This is where mistakes are often made and can escalate quickly. A vulnerability assessment can help survey, review, and report on institutional weaknesses to mitigate issues. 

In Summary

In times of crisis, your mindset and response determine the future of your ministry. Fear, defensiveness, and reactivity can cloud judgment and weaken credibility. Christian leaders are called to model calm confidence, not because circumstances are easy, but because our trust rests in something greater than circumstance. As you know, John 16:33 concludes with, “Take heart, I have overcome the world.” With wise counsel, a commitment to truth, and adequate preparation, we can turn moments of disruption into opportunities for growth. 

 Anna Hutsell is passionate about assisting organizations to overcome internal and external challenges. At Guardian, Anna has been heavily involved in work for churches, colleges, public figures, ministries, and more, addressing issues such as privacy, reputation management, lawsuits, miscommunication, employment, social media, and financial errors. 

Outcome Academy Winter Term is Now Open!