Case study in crisis leadership: Responding to tragedy overseas

In crisis work, there are few situations more complex or emotionally charged than a tragic loss of life. One organization I supported experienced just such an event: a devastating overseas accident that resulted in multiple fatalities and serious injuries, affecting all but two members of the country team. The moment called not only for decisive action, but for an extraordinary level of coordination, care, and clarity under pressure.

The executive team, based in the United States, turned to me to help guide their strategic response. What followed was a multi-layered effort that spanned legal, operational, emotional, and reputational domains. This case study outlines the pillars of that response.

Centering the human impact

First and foremost, we had to acknowledge the gravity of the loss. While logistics, liability, and continuity would all demand attention, the organization’s response needed to be human-centered. That meant:

• Coordinating with family liaison teams both onsite and remotely

• Ensuring culturally sensitive communication with next of kin

• Prioritizing transparency and compassion in internal briefings

No statement or action would undo what had happened. But how the organization showed up—with empathy, accountability, and respect—would shape everything that followed.

Navigating multi-jurisdictional complexity

This was not a domestic event. It required coordination with insurance carriers both in the U.S. and in the country where the incident occurred. Regulatory frameworks differed. Jurisdictional nuances mattered. We worked to:

• Align coverage scopes and reporting timelines

• Coordinate legal counsel across borders

• Track policy obligations while ensuring dignity and care were never reduced to transactions

Orchestrating stakeholder communication

Clear, timely, and aligned messaging was critical. We developed communication flows for:

• Internal staff and leadership

• Media outlets, with tight coordination on public statements

• Donors and external partners seeking information and reassurance

• Local stakeholders in-country, including officials and partner agencies

Each audience required a tailored approach, grounded in the same principles: clarity, integrity, and care.

Maintaining operational continuity

Amid the grief and chaos, the organization still had to function. Essential services continued. Teams needed leadership. We quickly established:

• A delegated authority structure to manage day-to-day operations

• A crisis communications team to centralize messaging and reduce noise

• A cadence of briefings to maintain informed calm across all layers of staff

Resilience in this context didn’t mean "bouncing back;" with all but two of the country team dead or injured, there was no bouncing back. It meant moving forward with purpose, even while carrying deep emotional weight.

Supporting the leadership team

Executives were under immense strain. They faced media scrutiny, internal pressure, personal grief, and decision fatigue. One of my most important roles was simply to create space—offering them structured guidance, grounding frameworks, and candid counsel. Not every decision had to be made at once. But each needed to reflect values and long-term integrity.

Lessons that endure

This experience reinforced a core belief: resilience is not about avoiding the worst-case scenario. It’s about leading through it.

• Preparedness enables speed, but principles guide tone.

• Plans provide scaffolding, but people carry the load.

• Leadership isn’t about having all the answers, but about asking the right questions at the right time.

Conclusion: Lead with humanity, act with clarity

In the face of irreversible loss, the organization emerged with its integrity intact and its community supported. Not because everything went perfectly. But because leaders chose to meet tragedy with humility, transparency, and resolve.

That is what resilience looks like in the real world.

“Brian White’s knowledge, expertise and experience were critical to NCBA CLUSA during the most challenging and difficult period in the company’s history. His expert guidance and counsel in navigating the complexities of a tragic situation that involved loss of life in one of our overseas offices was vital to us properly and appropriately responding to and assisting in this crisis. The organization owes a debt of gratitude to Brian for his unwavering support during this crisis.”

Larry Thomas, Former Chief HR & Administrative Officer

NCBA CLUSA