In a time where volatility has become the norm, the concept of “being ready for anything” has taken on a whole new meaning.

Social unrest, increasingly extreme weather, terrorism and gun violence have reshaped the landscape for event professionals. While most modern events unfold without incident — where the biggest disruption might be a stubborn microphone or a delayed shuttle — true crises do occur. And when they do, the difference between confusion and control often comes down to preparation, communication and the ability to make decisions under pressure.

To better comprehend how planners can bolster their crisis readiness strategies, we spoke with some seasoned event strategists, security experts and communications leaders. Their insights reveal a shared truth: crisis response isn’t about predicting every possible scenario. It’s about building systems, roles and communication pathways that hold steady when the unexpected arrives.

The Blind Spots That Undermine Readiness

Even the most experienced planners and teams can fall victim to blind spots — those overlooked vulnerabilities that only become obvious once a crisis is already unfolding. And according to the experts, these blind spots are more common than planners might think.

Meghan Risch, chief of staff and vice president of corporate communications at PCMA, sees one hidden Achilles heel more than any other: the notion that a crisis simply won’t happen. “One of the most common blind spots is the assumption that a crisis is unlikely to happen. Teams naturally prioritize program design and participant experience, but crisis planning often becomes secondary until something goes wrong,” she says.

That assumption can of course be costly. Jill Perlstein, an experienced conference and association planner, notes that every event has its own definition of a crisis — and its own unique vulnerabilities. “There is much to consider when preparing for the unknown. After all, there is only so much we can control. Most destinations, venues and properties have emergency plans in place that go beyond simply calling 911. Additionally, each event presents its own challenges and definition of a crisis,” she says.

Perlstein recommends a simple but powerful exercise: ask internal teams what keeps them up at night. “A practical way to uncover vulnerabilities is twofold: about four weeks out, ask your internal departments about what keeps them up at night (and include your own concerns), then begin developing potential responses and proactive solutions,” she says.

Security expert Joshua Field, founder & CEO of SecurEvent Solutions, stresses that blind spots often stem from insufficient early planning. He says, “Event organizers’ leading responsibilities in crisis preparedness commence well before the event itself. This process begins with a comprehensive threat assessment tailored to the event’s specific characteristics, followed by developing a documented crisis response plan.”

Field’s point is clear: the biggest blind spot is assuming the venue’s plan is enough. The second biggest is assuming your team will know what to do without practicing it.

Building a Crisis Plan That Actually Works

A crisis plan is only as reliable as the thinking — and the cohesive teamwork — behind it. Field emphasizes that planners must outline the most likely scenarios and define precise actions for each. He says, “The plan should outline the most probable scenarios — such as severe weather, medical emergencies, crowd surges, security threats, power outages, transportation disruptions and technology failures — and detail precise response actions for each event.”

But a plan is more than a document. It’s a living framework that must be understood by everyone involved. Kari Messenger, CMP, director of events at the Independent Electrical Contractors Association, puts it plainly: “The most important thing we can do as a team is to communicate effectively and be familiar with the plan before anything happens. Communication is often the area teams are continuously working to improve, and emergency planning is no exception.”

Messenger recommends walking through key questions together — who communicates what, who is the onsite lead, who handles offsite updates and where the team meets if separated. She highly encourages walking through key questions together, such as:

• Who is the main point of contact for providing updates?
• Who does that person contact next? Establish a clear phone tree and ensure everyone understands their responsibilities.
• Who is responsible for delivering official statements?
• Who is the designated contact not onsite? This individual plays a critical role in communicating real-time updates to attendees and members.
• Do we have a designated meeting place? Be sure this is clearly identified and marked on a map?

Field echoes the importance of clarity, saying, “Equally critical is establishing a definitive chain of command, designating key decision-makers from all relevant stakeholders — including event leadership, operations, security, medical and communications — to mitigate confusion during time-sensitive incidents.”

The message is consistent across experts: a crisis plan is not a binder. It’s a shared understanding.

Training: The Missing Link Between Planning & Performance

Drafting a plan on paper without practice is really just an act of creating a false sense of security. Field underscores that well-prepared organizations “proactively train for potential crises.” He recommends tabletop exercises with internal teams, venue management, law enforcement, fire/EMS and essential vendors. These rehearsals ensure “all stakeholders are familiar with activation triggers and escalation protocols.”

On event day, Field stresses, teams should hold a leadership briefing before doors open, verify weather and intelligence monitoring and confirm “go/no-go” thresholds for delays, sheltering, evacuation or cancellation.

Perlstein agrees that preparation must extend beyond merely the planning team. Venues often have more insight into potential emergencies than planners realize. “Most venues have public address systems and comprehensive emergency plans in place, including evacuation procedures, designated assembly points, medical equipment — such as AEDs and bleeding control kits — and direct lines of communication with security,” she says.

She also notes that venues may often detect issues before planners do. “Keep in mind that venues may become aware of emergencies before your group does,” she adds.

The takeaway: crisis readiness is a team sport, and practice is non-negotiable.

Structuring Roles for Fast & Confident Decisions

When a crisis hits, hesitation can be dangerous. That’s why experts emphasize the importance of clearly defined roles — especially around communication and decision-making authority.

Risch recommends separating communications and logistics leadership. She says, “Roles should be defined well in advance of the event, with clear ownership across all members of the team. There should be a designated lead for communications, responsible for both internal coordination and external messaging, and a separate lead focused on logistics and execution. Separating these roles ensures that neither function is compromised in the moment.”

She also highlights the effectiveness of a small, agile core team, adding, “It is best practice to keep the Core Crisis Communications Team small and agile. The core team should be on a pre-established text group using everyone’s cell numbers and each should know their responsibilities to disseminate information to their team members in the event of a crisis.”

Perlstein adds that teams should map out the escalation chain from the moment an issue is discovered. She says, “Event teams should establish a clear communication and escalation chain. Consider a plan from the point of discovery to identifying who will communicate with the rest of the internal team, the venue, and, if appropriate, attendees.”

Messenger reinforces that clarity is everything, saying, “By aligning these roles and responsibilities in advance, your team will be better prepared to respond quickly, communicate clearly and manage any situation with confidence.”

In a crisis, ambiguity is the enemy. Authority must be clear, communication must be structured and everyone must know their role before the event begins.

Set up a detailed crisis response plan in advance of your event and review it with your team.

Communication: The Lifeline in Any Crisis

If there is one theme every expert returns to, it’s communication. Transparent, prompt, reliable messaging can prevent panic, maintain trust and guide attendees safely through uncertainty.

Risch puts it succinctly, saying, “During an unexpected disruption, clear, timely and factual communication is essential to keeping participants calm and informed.”

She also notes that planners should rely on official venue channels rather than calling 911 directly. “Business events strategists should rely on official venue channels — such as the convention center or hotel security teams — to manage emergencies rather than contacting 911 directly,” she says.

Field highlights the importance of pre-approved messaging templates, emergency contact lists and redundant communication systems. He says, “Organizers should focus on communication and life-safety protocols. This includes pre-approved attendee messaging templates, radio protocols, emergency contact lists, evacuation and shelter-in-place routes, emergency access lanes for first responders and designated crowd managers to control movement and prevent panic.”

Perlstein emphasizes the emotional dimension of communication, saying, “From an overall strategic perspective, remaining calm during an unexpected disruption helps keep both your team and attendees calm. This sense of calm can be communicated through body language as well as the tone of your communication, whether written or verbal.”

She also warns that people will seek their own answers if information is lacking. “Individuals bring their own biases, experiences and reactions, making it impossible to predict how they will respond, regardless of whether the situation seems minor or serious.” The consensus: communication must be calm, coordinated and consistent.

Keeping Attendees Informed Without Anxiety

Communicating during a crisis is a delicate balance. Too little information breeds confusion and a lack of preparation; too much detail can heighten fear unnecessarily or cause attendees to tune out the messaging.

Risch recommends using multiple channels (such as digital signage, push notifications, social media and the event website) to ensure consistent updates tailored to each audience.

Perlstein suggests preparing attendees before they even arrive. “Including a ‘what to know before you go’ communication can also be helpful. Consider encouraging attendees, upon arrival, to familiarize themselves with the venue’s emergency exits and to remain aware of their surroundings,” she says.

She also recommends sharing practical local information. “Providing information about local pharmacies, walk-in clinics, and hospitals can further support attendee preparedness.”

Messenger highlights the importance of identifying who delivers official statements and who communicates with offsite stakeholders. “Who is responsible for delivering official statements? Who is the designated contact not onsite? This individual plays a critical role in communicating real-time updates to attendees and members.”

The message is clear: communication isn’t just about information — it’s about reassurance. And the most reassuring communication is clear, concise and consistently reinforced.

The New Risk Landscape

It doesn’t seem that long ago when the biggest possible threat, and the heart of most emergency planning, was a potential fire breakout. But today’s crisis planning must account for risks that were once unthinkable. Social unrest, targeted violence and climate-driven weather events have reshaped how planners approach safety.

Perlstein notes that staying informed is essential. She says, “A group’s values will often influence overall strategy, but the most effective way to minimize risk is to stay well informed and collaborate closely with onsite teams. Setting up news alerts for the destination can help track potential issues; however, onsite insight is even more valuable when planning for event safety.”

Speakers themselves may also flag potential risks. “Speakers may also offer valuable perspectives on potential security concerns related to their participation. It is better to be aware of these risks in advance so that preventive measures can be taken, rather than reacting once onsite,” she says.

Extreme weather adds another layer of complexity. “Given the extreme weather many regions are experiencing, monitoring conditions at the destination is essential for effective preparation. While it may increase costs, allowing staff and speakers to arrive a day early can help mitigate delays and other travel disruptions,” says Perlstein.

Field underscores the importance of monitoring weather and intelligence in real time on event day. “Verification of weather and intelligence monitoring, and clear communication of ‘go/no-go’ thresholds regarding delays, sheltering, evacuation or cancellation to supervisors are crucial for smooth operations,” he says.

The modern risk landscape demands vigilance, flexibility and a willingness to adapt plans as conditions evolve.

After the Crisis

A crisis doesn’t end when the immediate danger passes. Field stresses the importance of a post-event review. “Following the event, an after-action review should be completed to enhance future standard operating procedures and mitigate risk during subsequent activations,” he says.

These reviews help teams identify what worked, what didn’t and what needs to change. They also reinforce a culture of continuous improvement — one where crisis readiness becomes part of the organization’s DNA.

The New Reality

If there’s one message that emerges from all the expert insights, it’s this: crisis readiness is no longer optional. It’s a core competency for modern event professionals. It requires:

• Early threat assessments
• Clear roles and chains of command
• Robust communication systems
• Training and tabletop exercises
• Calm, coordinated messaging
• Close collaboration with venues and local authorities
• A willingness to adapt to emerging risks

Most importantly, it requires a mindset shift — from assuming crises are unlikely to recognizing that preparedness is part of delivering a safe, successful event.

As Risch reminds us, “In the moment of a crisis, clarity and speed are just as important as the plan itself.”

And as Field and others emphasize, readiness begins long before attendees arrive.

Today’s potential event hazards and crises have evolved greatly in their breadth and complexity since the turn of the Millennium, and even over the past decade. Thus, modern planners must follow suit by taking their crisis preparation and response plans to new heights. | AC&F |