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<figure id="figure-fm0zx18cepmff7qn76" class=""><img id="fm0zx18cepmff7qn76" src="https://media.gettyimages.com/id/2170002997/photo/can-we-talk-as-difficult-conversation-concept.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=bFnbvdx-7TtoXMVCkChWM_ul5IGiTmriGIVBDrsfjz8=" alt="Can We Talk as difficult conversation concept" title="Can We Talk as difficult conversation concept" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2170002997/photo/can-we-talk-as-difficult-conversation-concept.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=bFnbvdx-7TtoXMVCkChWM_ul5IGiTmriGIVBDrsfjz8=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>Staying Grounded When Criticism Feels Overwhelming Using P.L.A.C.E.&nbsp;</h3>I still remember the first time I presented our new journey planner app to the Board. It was something I was genuinely excited about, an app designed to make everyday commuting easier by integrating local transport routes, timings, and service updates in real time.I was barely halfway through my presentation when one of the Board members leaned back and said with a hint of impatience, “But how does this compare with global giants like Google Maps? They have already solved this problem at scale.”I could feel heat rising in my chest and a sharp reply forming at the back of my throat.That was the moment I remembered P.L.A.C.E.I took a breath. That simple act stopped me from reacting defensively. Then I acknowledged what I was feeling. I told myself quietly, “I feel dismissed. It hurts because this project means a lot to me and I want it to be seen for its value.”Next, I asked myself, “Why does this cut so deeply?” And the answer was clear. It was not just about the app. It was about credibility. I wanted the Board to see that this was not some vanity project. It was a tailored solution designed for our local commuters in a way global apps could not replicate.So I chose to respond with calm clarity. I said, “That is a fair question. Google Maps is excellent for global navigation, but it does not capture the everyday realities of our local commuters. Our app is built to integrate live service updates, last mile connectivity, and even ticketing options unique to our system. Let me show you how this makes the daily journey smoother in ways larger apps do not address.”The tone shifted. Instead of shutting down, the Board leaned in. They began to see what we had been working on with fresh eyes.Afterwards, I reminded myself that I had managed that moment without letting frustration speak for me. I had kept the focus on the idea, not the criticism. And in doing so, I showed that I could stay steady under pressure.This is the power of P.L.A.C.E. Pause, Label, Ask, Choose, Empower. It does not make the sting of criticism disappear, but it gives us space to respond in a way that protects both our dignity and our credibility. Whether it is a Board meeting, a family conversation, or a tough moment with a colleague, PLACE helps us move from being hijacked by emotion to showing up with clarity and composure.How to Get Better at Using P.L.A.C.E.<ol><li>Practise in low-stakes situations. Try it with everyday irritations like curt emails or long queues.</li><li>Rehearse possible scenarios. Anticipate comments you often face and imagine how PLACE could help.</li><li>Journal after tough moments. Write down what happened and walk through the steps to strengthen awareness.</li><li>Role-play with a peer or coach. Mock practice makes it easier to apply under real pressure.</li><li>Master the pause first. Catching yourself before reacting is the hardest — and most important — step.</li></ol>Over time, P.L.A.C.E stops feeling like a checklist and becomes second nature. It isn’t about suppressing emotion, but about creating space between the trigger and your response so you can show up with clarity, credibility, and care.If you would like to practise using this framework in your own life, I have created a simple downloadable guide with examples and worksheets. You can get it here: <a data-mce-href="https://drive.google.com/file/d/1y4gx-VuJchul3rbEozqSr3rSQ8N_8EFE/view?usp=sharing" href="https://drive.google.com/file/d/1y4gx-VuJchul3rbEozqSr3rSQ8N_8EFE/view?usp=sharing" title="Using the P.L.A.C.E Framework" target="_blank" rel="noopener">[Download the P.L.A.C.E. Framework PDF]</a>.Let me know how it goes!

Using the P.L.A.C.E Framework

<figure id="figure-stbwt7ea6cmeandpne" class=""><img id="stbwt7ea6cmeandpne" src="https://cdn.durable.co/blocks/8r2q3FSO59iXnhJbZXow805bptJtZ1vR1oAQj3DbbnealOChphckq2NLHsiiMZJW.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/8r2q3FSO59iXnhJbZXow805bptJtZ1vR1oAQj3DbbnealOChphckq2NLHsiiMZJW.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h2>Crisis Response Blueprint: Rafizah's Perspective at PR Conference Asia 2025</h2>Yesterday at the PR Asia Conference 2025, I spoke about turning crises into opportunities to regain trust. The session ended with three great questions from the audience, which I thought were worth sharing here.1. Is “not reacting” a good option? Not reacting in a crisis is still a reaction. Whether it works depends entirely on the situation. The first step is to call a crisis code, categorise the situation, and evaluate your options. Sometimes silence is the smartest move and allows the storm to pass. The difference between being smart and being reckless is having a strong, tested crisis framework that guides when to speak, what to say, and when to stay quiet.2. What if your bosses do not take your counsel? The better question might be: why wouldn’t they? Communications and PR is about building trust and brand equity with stakeholders — and your internal stakeholders are no different. You need to position Comms as a subject matter expert, just like Legal. That means moving from a “doer” role to a leadership role. It takes work, and it means making everyone’s business your business so you can give leaders a helicopter view of the situation.3. How do you flatten the information funnel? Compliance, risk, internal audit and legal are not the enemy. They exist to help you protect the organisation and ensure your messages are delivered safely. The key is to build relationships with them long before a crisis hits. Understand their concerns, find common ground, and work together on a crisis response that satisfies all sides.The part I didn’t get to cover in detail Technology is now a critical ally in crisis management. Digital tools allow you to gather real-time data, analyse trends, gauge public sentiment, and forecast how a situation might evolve. Invest in these tools and in your own skills. The more you upskill and self-learn, the more effectively you can act. Technology does not replace judgement, but it strengthens it.The role of SOPs Standard operating procedures may not be glamorous, but they should never be “audit documents” that live in a drawer. Learn them inside out. In a crisis, you may need to operate with a “good enough” plan while working on a better one in the background. SOPs can buy you that time. If they don’t work, change them, but only after you have tested them through tabletop exercises, simulations, and roleplays.The bigger picture We live in an era defined by unpredictability. With the right approach, uncertainty can become a catalyst for resilience, even in the middle of a crisis.And here is the truth many do not want to hear: communications specialists will remain at the bottom of the information ladder until they prove their value as trusted advisors to the crisis management committee. You do that by actively helping to solve the crisis, not by sitting in the war room waiting for updates. Step up and say, “For this crisis, this is the strategy we will deploy and why, and these are the resources I need.”Download a copy of the presentation deck here: <a data-mce-href="https://drive.google.com/file/d/1lDt5ZfVOLten3l0jSGLlob7fAR5eXTvZ/view?usp=sharing" href="https://drive.google.com/file/d/1lDt5ZfVOLten3l0jSGLlob7fAR5eXTvZ/view?usp=sharing" title="The Crisis Response Blueprint - Capitalising on Uncertainties by Rafizah Amran" target="_blank" rel="noopener">The Crisis Response Blueprint - Capitalising on Uncertainties by Rafizah Amran</a>PR Asia Conference 2025 is brought to you by <a data-mce-href="https://www.marketing-interactive.com/" href="https://www.marketing-interactive.com/">MARKETING INTERACTIVE</a>

Capitalising on Uncertainties: Insights from Rafizah at PR Conference Asia 2025

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Using the P.L.A.C.E Framework

Capitalising on Uncertainties: Insights from Rafizah at P...