Crisis Lessons from the Met Police and Charing Cross Scandal 

The BBC Panorama investigation into Charing Cross Police Station has once again exposed a deeply troubling culture within the Metropolitan Police. Racist, misogynistic, and Islamophobic comments, alongside a disregard for victims, were caught on camera. For many observers and staff, the scenes feel painfully familiar – Charing Cross has been here before, and previous promises of reform have failed to prevent a repeat of the same issues. 

Internal communications in this context are exceptionally challenging. How do you ensure staff understand the seriousness of the situation while maintaining morale and accountability? How do you prevent defensiveness and ensure a unified response when public trust is at risk? For the comms team, the task is almost impossible: every message is scrutinised, every update dissected, and the pressure to act decisively while avoiding further harm is relentless. 

Sir Mark Rowley’s response, condemning the behaviour as “appalling” and taking swift action, is an essential first step. But effective internal communications must also: 

• Confront the reality – acknowledge that this is not the first time the organisation has faced these issues 

• Embed clarity in everyday practice – define roles, responsibilities, and expected behaviours in concrete terms, not just policies 

• Keep messages disciplined and focused – avoid ambiguity that can be misinterpreted internally or externally 

• Build trust through action, not just words – provide clear avenues for staff to raise concerns safely 

• Engage across functions – work closely with HR, comms, senior leadership, and other relevant teams to plan responses and initiatives beyond the immediate crisis 

• Look beyond the immediate crisis – ensure leaders are visible, engaged, and modelling the change they expect to see. 

Panorama has shown the world the scale of the problem, but rebuilding trust internally will require sustained transparency, disciplined communication, and clear accountability. Words and swift action matter but embedding cultural change depends on ongoing engagement at every level of the organisation.