For family offices, discretion is not a luxury, it is a professional discipline. The families they serve expect privacy, prudence, and continuity, even in uncertain moments. Yet, in an era where information moves faster than ever, maintaining that privacy and control has become increasingly complex.

Whether overseeing one family or several, family offices and multi-family offices (MFOs) now operate in a landscape where a single story, leak, or rumour can quickly affect reputation and relationships. Knowing when to engage a crisis communications firm can make the difference between quiet resolution and lasting reputational damage.

Anticipating risk before it becomes a crisis

The best moment to involve crisis communications support is long before an issue becomes public. A proactive approach, much like wealth preservation itself, allows the office to identify vulnerabilities and prepare accordingly.

For example:

• A long-standing investment partnership begins to deteriorate, and legal proceedings appear likely.
• A family member’s business venture faces pressure, drawing media scrutiny and questions about the family’s involvement.
• A trusted adviser leaves unexpectedly and shares confidential or inaccurate information with the media

None of these scenarios may start as a “crisis”, but each carries reputational risk. Early engagement with a communications advisor familiar with the private wealth sector allows for calm scenario planning, holding statements, and guidance for internal stakeholders – ensuring the office can respond strategically if attention arises.

When privacy meets public interest

The point at which private matters become public is often where family offices feel most exposed. A family dispute, regulatory investigation, or litigation can quickly draw unwanted attention to individuals who prefer to remain out of the spotlight.

In these moments, a specialist crisis communications partner, like DRD, serves two vital roles: protecting privacy and maintaining accuracy. This involves managing media enquiries, correcting misinformation, and shaping external messaging in line with legal and fiduciary considerations. The aim is not to create publicity — but to limit it. Often, the most successful outcome is that no story appears at all.

Managing complexity and alignment

Family offices are rarely simple structures. They involve multiple generations, trustees, investment professionals, and advisers — each with a legitimate voice and, sometimes, differing perspectives. During a crisis, uncoordinated messaging can amplify confusion or create unintended consequences.

A strategic communications firm experienced in family governance and stakeholder alignment can help ensure that all public and internal messaging supports a coherent narrative. They work closely with legal counsel and other advisers to maintain consistency and compliance, while safeguarding the family’s broader reputation and relationships.

Common triggers for crisis communications engagement

In our experience, family offices often seek support in situations such as:

• Unwanted media interest involving individuals or multiple members of a family
• Litigation or regulatory investigation involving a family member or business interest.
• Personal matters such as divorce or inheritance disputes
• Operational or cyber incidents exposing sensitive financial or personal data.
• Disputes where allegations risk becoming public.
• Crisis of association, where an individual or organisation connected to the family acts improperly.

Each scenario benefits from a disciplined communications strategy that is developed according to the longer-term requirements of the family.

When to bring crisis communications in

Ideally, communications experts should be involved before a crisis develops during periods when planning, training, and preparedness can take place without pressure. DRD’s experience demonstrates that not always possible, in these cases, the answer is straightforward: as early as possible.

In the first hours of an emerging issue, every decision – what to say, what not to say, and to whom – can significantly shape outcomes. The sooner a specialist team is engaged, the more options remain open.

Reputation, like wealth, requires long-term stewardship. For family offices and MFOs, that means planning for the unexpected, protecting privacy, and responding to challenges with calmness and clarity.

A well-chosen crisis communications partner doesn’t replace discretion — it strengthens it, ensuring that even in difficult times, the family’s reputation remains one of its most enduring assets.