You may not have watched his speech live, but it was hard to miss the response to Mark Carney’s address at the World Economic Forum in Davos (Tuesday 20 January). It was met with a rousing standing ovation and received widespread coverage and commentary – and for good reason.
In a moment when many leaders are trying to placate, soften or use careful diplomacy to negotiate their way out this current international crisis, Carney was strikingly direct. He named the reality of a harsher geopolitical landscape, challenged those who rely on intimidation and coercion, and made the case that clarity, resolve and values-led leadership are sources of strength, not risk.
His message was unapologetically clear-eyed: the old rules-based order is not gently evolving into something new. It is breaking down. We are living through “a rupture, not a transition”, in which bullies exploit uncertainty, power is increasingly exercised through leverage rather than cooperation and waiting for stability to return is no longer a viable option.
For civil society organisations, there is much we can take from this speech and apply in our own crisis situations. In moments of disruption and pressure, candour matters. So does standing up for what is right. And hoping that a crisis will pass, or that established norms will protect you, is rarely enough. The world has shifted – and the way we communicate under pressure must shift with it.
Here are five crisis comms lessons for civil society from Mark Carney’s Davos speech:
1. Sticking your head in the sand isn't an option
Carney’s core point was clear: “nostalgia is not a strategy”. The assumption that crises will resolve themselves, or that existing stakeholders will automatically act as guarantors of stability, no longer holds.
“Canadians know that our old, comfortable assumptions – that our geography and alliance memberships automatically conferred prosperity and security – that assumption is no longer valid.”
The same rings true in crisis communications: organisations that hope “this won’t happen to us” or that a problem will quietly fade away often discover – too late – that inaction itself is a decision, and rarely a helpful one.
And while you may have followed every rule and done everything by the book, reputation is judged in the court of public opinion, not by procedural compliance. If audiences believe something looks improper, technical correctness offers little protection – especially once a media narrative has taken hold.
Practical tip:
Conduct a reality check early. Don’t just catalogue what’s gone wrong. Assess how your actions may be perceived, what new expectations stakeholders now hold, and how power dynamics have shifted.
Use scenario planning to map out worst-case, mid-case and “new normal” scenarios – not just the ones you expected.
2. Vision and values are a crisis asset – not just a nice-to-have
Carney insisted that middle powers must build a new order that reflects their values.
“And our new approach rests on what Alexander Stubb has termed ‘values-based realism’ – or, to put another way, we aim to be principled and pragmatic. Principled in our commitment to fundamental values: sovereignty and territorial integrity, the prohibition of the use of force except when consistent with the UN Charter and respect for human rights.”
For civil society organisations, a crisis isn’t just a threat to reputation; it can also provide an excellent opportunity to show leadership by clearly articulating what you stand for and why it matters.
Showing how your values translate into action – and how challenges have strengthened rather than diluted your mission – is one of the most effective ways to sustain trust. Communications grounded in what you stand for are far more credible than those that chase opponents or mirror their framing.
Practical tip:
Anchor crisis communications in your core vision and values. They are the moral compass for decision-making, not optional messaging. When organisations appear to shift their values under pressure, people lose trust – not because of a single decision, but because they no longer recognise what the organisation stands for.
3. Preparation is key: Crisis readiness is strategic insurance
Carney’s speech implicitly underscored a truth that civil society knows all too well: systems break unexpectedly. In geopolitics it’s great power rivalry; in charities and trade union communications it’s sudden reputational threats, social media virality or external political pressures.
Carney was clear that Canada’s response is not to retreat or wait for the old order to return, but to prepare. That means engaging strategically and with open eyes, reassessing relationships so they reflect shared values, and diversifying partnerships to avoid over-reliance on any one actor. At the same time, Canada is investing in strength at home so it cannot be easily coerced or sidelined. In other words, principle without preparedness is fragile; resilience comes from aligning values with capacity.
This reflects our experience, where time and time again those organisations that are prepared are better able to mitigate against and respond to crises than those that are not. Preparedness is like insurance: you hope you never need it, but when you do, it saves you money, time and reputation.
Practical tip:
Preparedness isn’t optional – it’s a core capability. Build crisis readiness into organisational DNA using crisis comms plans with clear roles and triggers, risk audits and scenario planning specific to your context, and regular simulation exercises with leadership teams.
4. Build coalitions and share narratives and frames
Carney’s call for middle powers to act together – “if you’re not at the table, you’re on the menu” – is a powerful metaphor for civil society too. In crisis, isolated voices are easily side-lined. Coalitions lend legitimacy, broaden reach and can create resilience.
“This is not naïve multilateralism. Nor is it relying on their institutions. It's building coalitions that work, issue by issue, with partners who share enough common ground to act together. In some cases, this will be the vast majority of nations. What it's doing is creating a dense web of connections across trade, investment, culture on which we can draw for future challenges and opportunities.”
For charities and trade unions, this kind of coalition-building can be decisive in a crisis. Trusted partners can act as validators when your credibility is questioned, reinforce your narrative when scrutiny is intense, provide alternative messengers when your own voice is constrained, and offer practical support – from intelligence-sharing and legal insight to coordinated responses and strength in numbers that reduce risk and isolation.
Practical tip:
Identify natural allies before crises hit: peer organisations, networks, community leaders, sector associations.
Establish communication protocols for allied response in a crisis so messages are aligned and reinforced, not contradictory.
Use shared language and narrative frames to amplify your core messages and signal unity of purpose.
5. Communicate early to show leadership
When the landscape shifts – whether geopolitically or in the public mind – silence and ambiguity are toxic. In moments of ‘rupture’, audiences aren’t just looking for reassurance; they are looking for leadership and coherence.
In his Davos speech, Carney didn’t wait for events to settle or for consensus to re-emerge. He named the risk plainly, acknowledged uncertainty and set out a direction of travel. Crucially, he was explicit about what had changed, what could no longer be relied upon and what principles should now guide action. That clarity didn’t resolve the crisis – but it framed it, and in doing so, created confidence.
Crises inevitably become moments of judgement – about competence, integrity and purpose. Naming reality can be the foundation for leadership rather than an admission of weakness.
Practical tip:
A fast response using clear, plain language will anchor your message and prevents opponents, critics or commentators from defining the story for you.
Lead with what you know, don’t comment on what you don’t know, and explain what you commit to do next. Uncertainty should never be left as a vacuum for others to fill.
Create core narrative lines that hold across audiences – staff, members, donors, partners, media – so your story doesn’t crumble under scrutiny.
Once immediate risks are stabilised, shape a longer-term narrative that explains what has been learned, what has changed and what you are committed to doing differently or better. This can help rebuild trust and quieten critics.
We help charities, unions and social impact organisations prepare for, respond to and recover from communications crises. Whether you need a workshop, risk audit, media coaching or 24/7 rapid response support, we can help – find out more.
