This is the question that we, as members of Barbara’s team, wanted to know when we sat down to speak with her about her experience as an issues and crisis communications expert. It was a chance not just to hear war stories, but to explore the mindset behind them – the thinking that can’t be learned from a manual.
Barbara’s career has been shaped by one consistent theme: a love for solving complex problems.
From navigating the often complicated and fraught music and entertainment industry to leading high-stakes issues and crisis responses for ASX listed companies through to NGOs, her work has spanned sectors, challenges and industries, all driven by a strategic approach and an eye on the bigger picture.
Central to the way she operates is the belief is that crisis management is never a one-size-fits-all solution. While the process might follow familiar steps, the journey is always shaped by the crisis and critically by the organisation’s people, pressures, stakeholders and values.
“Every organisation brings its own story, culture and pressure points. That’s why the real work isn’t just in following process and the playbook, it’s in understanding context and complexity.”
As Barbara argues, “while the structure of a crisis response follows certain principles, every situation is unique. And the real skill lies in getting to the crux of the underlying issue quickly and then working out how to navigate it.”
She emphasises that to be able to do that, you must be adaptable and be both strategic and tactical in a fluid environment that often requires copious timely decisions.
“That real-time decision-making requires not only sound judgement, but an awareness of biases and emotions, and you also can’t forget to be audience led.”
Barbara shared that trust isn’t built in a crisis, it’s tested. “It’s why deep thinking matters – as does a genuine approach. In high-pressure moments, audiences want information, they don’t need perfection.”
“A strong crisis response is grounded in authenticity and thoughtfulness,” Barbara says. “It’s not about all the detail, hypotheses and interpretations. It’s about saying what matters with care.” She advises that audiences are looking for honesty, accountability and ongoing communication.
“The most impactful work often begins in the aftermath of a crisis. Once the urgency fades, the focus shifts to reflection, recalibration, and rebuilding – critical steps for lasting progress.”
“A crisis often can present an opportunity to reset, improve, and reinvent,” she explains.
For leaders and organisations, this goes beyond mere recovery; it’s about thoughtfully charting a clear path forward.
“A light at the end of the tunnel can help people navigate difficult times,” Barbara states, highlighting the importance of offering clarity, direction, and ideally hope when the dust has settled.
Despite the complexity of issues and crisis management, Barbara loves what she does – it’s not just guiding organisations through moments of chaos but helping them uncover the opportunity within. For Barbara, even the most challenging decisions hold the potential for clarity, growth and renewed purpose. It’s this mix of strategic insight and genuine care that has defined her career.
Barbara’s steady presence in a crisis is no accident, it’s the result of years of experience, thoughtful leadership and a deep belief in passing that knowledge on, because for her, building the next generation of communicators is just as vital as managing the moment.
As we were signing off, Barbara shared an important insight: “Of course, the most important thing is being prepared. Without even a basic crisis communication plan, organisations are flying blind when disaster strikes” – and the stats back this up.
According to the BCI Crisis Management Report, 60% of businesses still don’t have a formal crisis response plan in place. Even worse, FEMA reports that 40% of small businesses never reopen after a disaster.
Whether it’s a reputational hit, operational disruption or public backlash, surviving a crisis without a solid crisis management strategy seems unlikely. “Preparing a clear crisis communication plan should be a non-negotiable not unlike insurance,” says Barbara, sharing the importance of planning ahead, how to respond, who speaks, what to say, and how to maintain trust with stakeholders.
“If your crisis management plan seems like an expense rather than an investment, then your thinking needs to shift and it’s time to prioritise it, because in the middle of a crisis is the worst time to start figuring out what to do.”
