I had just got up on a Saturday morning when my phone rang. A senior player was on the line, telling me a tabloid journalist had just called him alleging that several players had been taking drugs. He had given the journalist my number and wanted to know what to do.
I had planned a day out with a friend I hadn’t seen in months. She was already on her way to my house. I sent her away, sat down at my kitchen table, and started working through what I knew to be the protocol. Not because I felt calm. Because I had a framework and I followed it.
Over the next several hours, the journalist rang me every fifteen minutes. My phone lost battery from the volume of calls. I came out in a stress rash. But the crisis was managed, and it was managed because I knew the steps before the chaos arrived.
Elite sport taught me that you cannot plan the crisis itself. You can only plan your response to it.
Here is the framework.
1. Pause before you react
The first instinct in a crisis is to respond immediately. In professional sport, the first instinct is to pause. Even thirty seconds of deliberate stillness before you act changes the quality of what comes next. Panicked decisions compound crises. Considered ones contain them.
Try this: In any high-pressure situation, build in a deliberate pause before you respond. Tell whoever needs to know that you are looking into it and will come back to them. Then use that time to think rather than react.
2. Get the facts before you say anything
The most common mistake in a crisis is speaking before you know what you are dealing with. In sport, the holding statement exists for this reason. It buys time without creating exposure. You do not need to say much. You need to say something accurate and nothing more.
Try this: Before responding to any crisis, ask yourself: what do I actually know for certain right now? Communicate only that, and nothing beyond it.
3. Control the narrative, do not run from it
Saying nothing is never a neutral act. It leaves every blank to be filled by someone else, and they will not fill it charitably. Elite sport communications operates on one principle: get ahead of the story, or the story gets ahead of you. You do not have to say everything. But you have to say something, and you have to say it first.
Try this: In any crisis situation, decide on your one clear message before anything else. What do you want people to understand? Everything you say should serve that message.
4. Move with integrity, even when the situation does not
The crisis I described did not go the way I wanted. I was overruled on decisions I believed were right. I had to release a statement I was not proud of. What I could control was what I did around the edges: I called the player involved, I checked on the people closest to him, I maintained my own standards even when the institution’s fell short.
In a crisis, you cannot always control the outcome. You can always control your conduct.
Try this: In any difficult situation, identify the one thing you can do that is unambiguously the right thing. Do that, regardless of what else is happening around it.
5. Review it honestly when it is over
Elite sport teams do not move straight from crisis to the next match. They review what happened, what they would do differently, and what the framework needs to account for next time. A crisis you do not review is a crisis you will repeat.
Try this: After any difficult period, write three questions: what happened, what I would do differently, and what I now know that I didn’t before. Keep the answers somewhere you can return to.
You cannot prevent every crisis. But you can be the person in the room who knows what to do when one arrives. That is a skill, and it is built in advance.
If you want to build the complete operating system that holds you steady under pressure, The Performance System is five weeks of structured work with personal written feedback from me on every review you submit. Find out more HERE
A crisis often reveals the quality of preparation that was already in place before things went wrong. The ability to stay steady, gather what matters, and make thoughtful choices under pressure is built through practice, not improvised in the moment.