Jeff Hahn is a seasoned crisis communication strategist and the author of Breaking Bad News. Over the years, he has helped organizations navigate some of their most challenging moments, turning high-pressure situations into opportunities for clarity and trust.
In this written interview, Jeff shares insights from the second edition of his book, what’s new, how organizations can prepare for crises before they happen, and practical guidance for communicators heading into 2026.
1. What’s new and different in this second edition compared to the first?
Breaking Bad News simplifies the complexity of reputation crises by equipping leaders with practical decision-making tools for communicating when a crisis occurs. The book is more than a collection of case studies it is an adaptive system of tools any rapid response team can put into immediate practice.
The second edition includes a dozen new case studies and several updated models capable of guiding any brand, in any industry, through even the most difficult circumstances.
In this edition, I focused particular attention on the 2021 cyberattack on Colonial Pipeline, with a deep dive into Message what is said and how it shapes public perception. I reference the Deepwater Horizon disaster and Tony Hayward of BP, whose comment that he’d “like his life back” underscores the importance of Messenger who delivers the message and how credibility can be won or lost in a single moment. I also examine CenterPoint Energy’s response to Hurricane Beryl in 2024 as a case study in Method of Delivery how communication channels and timing can either calm or compound a crisis.
These examples bring the “3Ms” model to life through very different energy and power-related scenarios.
2. How can brands proactively prepare for a crisis before it ever starts?
The most common mistake organizations make is failure to prepare.
They have no Rapid Response team. No unified method of assembling key decision-makers. No clarity on who is in charge. No designated meeting place — virtual or physical. And no practice running a crisis with any degree of efficiency.
Preparation must happen before the crisis.
Rapid Response teams need:
- A clearly defined team
- Explicit roles and responsibilities
- A unified process for assembling quickly
- Practice making decisions under pressure
Most importantly, they need options. Options are far better than automatic, knee-jerk reactions or outdated assumptions about how an organization “should” communicate during a crisis.
3. The book talks about establishing principles for rapid response. What are these and why are they important?
I built a set of models that snap together to form what I call a “3M” latticework. The 3Ms represent the essential sequence of decisions a team must make to navigate a crisis:
- Message – What are we saying?
- Messenger – Who should say it?
- Method of Delivery – How and where should it be delivered?
I also include models for Holding Statements and a detailed framework outlining the roles and responsibilities of a Rapid Response team.
Borrowing from Charlie Munger’s idea of a “latticework of models,” these tools connect and reinforce one another. With this system, crisis communication is no longer a dark art — it becomes an adaptive framework anyone can learn and apply. You don’t have to be a “Suit.”
In the book, I outline:
- 16 Message options
- 7 Messenger options
- 12 Method of Delivery options
Options replace assumptions. For example, “We’re going to hold a press conference so the CEO can apologize” is not automatically the right answer. These decisions must be chosen deliberately, not reflexively.
4. What guidance do you have for communicators wanting to strengthen their crisis readiness heading into 2026?
Crisis work may be episodic, but it is inseparable from brand strategy. It sits at the intersection of advocacy, promotion, and protection.
Heading into 2026, communicators must stop treating crisis communication as a last-minute reaction or a mysterious craft practiced by a select few. It is an adaptive system that can be learned, practiced, and strengthened over time.
Build a Rapid Response team.
Define the roles.
Establish a unified method of assembling.
Practice making decisions under pressure.
Understand that you have options — 16 Message options, 7 Messenger options, and 12 Method options.
When the spaghetti hits the fan, you don’t want a room full of executives improvising while lawyers take control simply because they are skilled at argumentation.
Preparation replaces chaos.
Options replace panic.
Disciplined thinking replaces aggravation.
Catch Jeff Hahn’s workshop at CHARGE North America next week to explore the 3Ms in action and strengthen your organization’s crisis readiness for 2026 and beyond.