We talk a lot about how individuals should take care of their mental health during periods of uncertainty. What we discuss far less often is how brands should behave during these moments — and that is where things begin to feel like thin ice.

Should a company publicly state its position? Continue with promotional campaigns? Stay silent? Or adjust its agenda altogether — and if so, how?

I am not claiming to be an expert. But what I have done is gather insights from people who are. By bringing their perspectives together, we can try to answer the question collectively: how should businesses tackle communication in difficult times?

The first thing to understand about communication during a crisis — whether it is an economic shock, a pandemic or geopolitical tension — is that people start reading messages very differently. When the wider atmosphere is uncertain, audiences become far more sensitive to tone and intent.

Research published in the Journal of Consumer Research suggests that this usually shows up in a few clear ways:

In this kind of environment, highly aspirational or aggressively promotional campaigns can quickly feel disconnected from reality. And in contrast, brands that adjust their tone win in the long-term game. A clear example of this shift appeared during the COVID-19 pandemic.

Take airlines. As global travel slowed down, many carriers moved away from inspirational travel campaigns and instead focused on practical reassurance — highlighting flexible cancellation policies, safety protocols, and regular updates for passengers navigating sudden travel restrictions. Nike took a similar approach. Rather than pushing product sales, the brand shifted its communication towards supporting people at home — encouraging movement and offering free digital workouts through its training apps.

Research from Harvard Business School suggests that during uncertain periods consumers often evaluate brand communication through three subconscious questions:

And in moments of uncertainty, the answers to those questions can shape how audiences perceive a brand long after the crisis itself has passed.

The short answer is yes. But let me give you a bit more context.

Research from the Ehrenberg-Bass Institute for Marketing Science shows that when brands stop communicating for extended periods, they quickly lose what researchers call mental availability — in simple terms, the likelihood that people think of a brand when making a purchase decision. And historically, brands that maintained at least some level of visibility during difficult periods tended to recover faster than those that disappeared completely.

But there is an important nuance here: maintaining visibility doesn't mean continuing exactly as before. And being “present” doesn't mean rushing to social media to comment loudly on every development — especially if this wasn’t something your brand typically did in normal circumstances. The tone should still feel like your brand — just a little more careful and attentive to the context.

Another thing that becomes important during a crisis is staying connected to your audience. This doesn't necessarily mean posting more content. Sometimes it simply means responding to people who reach out — replying to messages, answering questions, or being present in direct conversations. PR experts often point out that crises handled poorly — especially when companies respond too slowly or ignore customer concerns — can have real consequences for both reputation and revenue, even when the disruption itself is caused by external events rather than the company.

The tone of communication during a crisis largely depends on the role your business plays in the situation. A few simple questions can help clarify the right approach: Is your business directly affected by the disruption? Are customers likely to expect updates from you? Could the audience’s frustration be connected to your business activity?

That said, there is a framework that can help organisations think a little more clearly about their response — the Situational Crisis Communication Theory. In simple terms, the framework comes down to two key questions:

Depending on the answers, crises are usually grouped into three categories: victim, accidental, and preventable. Each one calls for a slightly different communication approach.

In the current situation, most businesses in the UAE would fall into what the framework describes as the victim cluster — meaning the organisation itself isn't responsible for the crisis.

In these cases, communication is usually centred around practical information and updates. For news platforms, that might mean keeping audiences informed about developments such as airspace changes, transport disruptions, or safety advisories. For brands, it may be as simple as sharing operational updates — adjusted opening hours, delivery changes, or temporary service changes.

At the same time, it often makes sense to pause highly commercial messaging and switch to a more neutral, informative tone. Supportive, community-focused communication also tends to land better during uncertain moments.

The answer is simple: look at how others are already doing it. You don't have to search far for examples. In moments like this, supportive communication usually focuses on three things: practical help, transparency, and acknowledging what people may be feeling.

Careem and Noon shared updates confirming that deliveries continue to operate, while keeping drivers and couriers visible — a simple reminder of the people behind the service and those continuing to work despite the uncertainty, creating a sense of unity and community.

Emirates NBD responded in a practical way, waiving ATM withdrawal and debit-card fees across the UAE and GCC to simplify everyday banking — a gesture that directly addresses everyday concerns during a stressful moment.

Meanwhile, Justlife ran a poll asking users how they were feeling and offered free 20-minute psychological support sessions — shifting the conversation from services to wellbeing.