I had the privilege of delivering a keynote speech at TechChill about a topic that feels more urgent every year: storytelling in a crisis. The last time I attended TechChill was in 2020, and it was the final conference I went to before the pandemic. Returning to the stage with a new talk felt fitting, especially at a moment when reputation can shift in a single news cycle.

This keynote focused on a simple reality. Brands do not plan for crises, yet crises arrive anyway. In a world where one mistake can go viral in minutes, storytelling becomes more than a communications skill. It becomes a leadership requirement.

My perspective comes from operating inside both high-growth startups and large global organizations. I have been an early employee at TripAdvisor, helped scale Sprinklr across Europe and beyond, and worked at established brands including Comcast, Nokia, and Dunkin’. Across every company, the same pattern shows up. Teams set out to drive growth, build great products, and do positive work for customers. Then something unexpected happens, and the playbook changes.

What defines a brand crisis

A brand crisis is any unexpected event or situation that threatens a company’s reputation, erodes customer trust, or disrupts business operations.

Most crises fall into two categories:

1. Crises you create: These are the self-inflicted moments that often start with good intentions and end with reputational damage. Examples include a marketing campaign that backfires, a product or service failure, or a leadership issue that becomes public.
2. Crises that happen to you: These are external events you cannot predict or prevent, yet you still have to respond to them. Examples include cyberattacks, data leaks, natural disasters, war, terrorism, or major supply chain disruptions.

In my keynote, I shared a practical list of common business and startup crises that leaders should expect to encounter at some point: security breaches, legal and compliance issues, leadership crises, funding crises, major product bugs, reputational damage, customer backlash, operational failures, competitor attacks, and investor or board disputes that become public.

When you should not tell your story during a crisis

Storytelling matters in a crisis, yet timing matters even more. There are moments when it is smarter to pause and use a holding statement while you investigate a crisis situation.

Here are the five situations I shared on stage where you should slow down:

1) You do not have all the facts

If you respond too early before you have all the facts, you risk spreading misinformation and damaging trust further. Start by gathering information and acknowledging the situation. A brief holding statement can protect credibility while you investigate.

2) Legal or compliance risks are present

In litigation or regulatory situations, what you say publicly can be discoverable. This is why companies often decline to comment on pending legal matters. Over-sharing can create long-term risk.

3) The team is too emotionally reactive

Crises trigger stress and impulse. If the internal team is operating from emotion rather than clarity, the likelihood of a misstep increases. Give yourself time to move from reaction to response.

4) You do not have a solution yet

It is difficult to tell a credible story when you cannot explain what comes next. Waiting until you have an action plan often leads to stronger, more effective communication.

5) The crisis is not public yet

If the issue is not public and there is no legal or regulatory requirement to disclose it, announcing it can create a negative news cycle you did not need.

Four reasons to tell your story in a crisis

When the timing is right, storytelling becomes the tool that helps a brand connect, communicate, and rebuild trust. I shared four reasons on stage, along with examples that show what strong crisis storytelling looks like in practice.

Reason 1: Share your side of the story before others own the narrative

During my time at Dunkin’, the Boston Marathon bombing in 2013 became a defining moment. Dunkin’ was closely connected to the event through store locations, a coffee sampling truck near the site with a street team, and employees who were participating and attending.

The first priority was safety. Once we confirmed our people were safe, the brand moved into a community response. That included raising money for One Fund Boston, sharing a heartfelt message on social channels, donating food and beverages to vigils, enabling donations in stores across New England, and pausing scheduled social media for several days out of respect.

A few days later, a second reputational issue surfaced. During the city lockdown, misinformation began spreading that Dunkin’ was open as usual – ignoring the city of Boston’s requirement to close all businesses during the manhunt for the suspects. The reality was that a small number of locations were asked to stay open in order to serve first responders with the doors locked. We corrected the misinformation proactively through both media and social channels, clarifying what was true and what was not. The public narrative shifted from anger to support.

This moment reinforced a key lesson. If you do not tell your story, others will. If misinformation spreads, it accelerates quickly.

Reason 2: Protect trust and credibility with transparency and education

Natural Cycles, a hormone-free birth control app, faced intense scrutiny in 2018 after reports connected the app to unintended pregnancies. Regulatory investigation and widespread media coverage created a trust crisis that could have ended the business.

Their response focused on credibility. They brought in crisis communications expertise, avoided defensiveness, and leaned into education for media, customers, and medical practitioners. They acknowledged the investigation, used data to explain how the product worked, and clarified where misunderstandings may have occurred. Over time, the brand rebuilt trust and refined its marketing approach to focus on a better-fit audience.

The takeaway is straightforward. Trust is rebuilt through clarity, education, and an honest explanation of what is true.

Reason 3: Demonstrate brand values and resilience in tough moments

BrewDog faced a major early crisis when they shipped beer from Scotland to the United States without refrigerated containers. The shipment spoiled, creating a significant financial loss and putting the business at risk.

Their solution became a story that aligned with brand values. They created an equity crowdfunding initiative that appealed to people who shared their rebellious ethos. The storytelling invited customers into a movement rather than a transaction. The strategy helped them survive a moment that could have ended the company.

This example highlights a reality many leaders miss. Crises can become moments where brand values are proven, not simply stated.

Reason 4: Communicate your solution and action plan clearly

KFC UK and Ireland faced an unprecedented supply chain crisis when they ran out of chicken. Public reaction was intense, mixing from genuine shock, to frustration, and even a bit of humor poking fun at the situation. However, the reality was serious. The issue closed hundreds of restaurants and impacted thousands of employees. It became a national story.

KFC leaned into humorous honesty and transparent communication. They took out a full page ad which featured an empty bucket of chicken which, instead of being branded KFC read “FCK” in the country’s major newspapers. The company’s apology ad became a masterclass in owning the mistake, explaining what happened, and showing how the company would fix it. They continued updating customers through social channels, clarifying which restaurants were open, which had limited menus, and what progress looked like – all with a dash of humor.

Their story demonstrates an important principle. When a crisis is underway, people want certainty. A clear action plan builds confidence. Humor is a bonus if it fits the situation as it showcases humbleness about an issue or mistake.

Key takeaways: brand storytelling in a crisis keynote

A strong crisis response is rarely perfect, yet it can still be effective when it follows a few consistent principles.

1) Silence is rarely the answer

If you do not share your side of the story, other voices fill the gap.

2) Speed and transparency build trust

Move quickly, yet do not move so quickly that you say something you regret. Honesty prevents misinformation from spreading.

3) Your response should match your brand

Different crises require different tones. Dunkin’ led with empathy. Natural Cycles led with education and data. BrewDog leaned into values. KFC used humor paired with clear explanation.

4) Prepare before a crisis hits

Build a cross-functional crisis team. Scenario-plan likely crisis types. Define who approves messaging and which channels you will use. Preparation reduces panic and improves decision-making when time is limited.

For more of my speaking engagements, please visit: https://jessicagioglio.com/category/speaking-engagements/ and my YouTube channel.

Jessica Gioglio is the co-author of The Laws of Brand Storytelling and The Power of Visual Storytelling. Professionally, Jessica has led innovative marketing and public relations programs for Dunkin’, TripAdvisor, Sprinklr, and more. Today, Jessica is a keynote speaker (book her here) and founder of With Savvy Media & Marketing, a strategic branding, storytelling, and content strategy consultancy..