In 2009 I was deployed to Pago Pago, American Samoa to respond to a devastating earthquake and tsunami. I met many survivors during some of the most difficult days of their lives.
One of them was Moana Aumavae.
Moana shared with me a tragic version of “it was the best of times; it was the worst of times.” She spoke slowly, as if her selfless manners made her concerned for me and whether I could keep up in my note-taking. With a mother-like compassion in her soft brown eyes, she explained that there were several casualties in Leone Village, where she is from. She described how after the tsunami passed, one half of the village was spared, while the other half was shattered and most of the homes were either damaged or destroyed.
“But it’s only one village,” she said carefully, this time looking directly into my eyes to make sure I understood.
We sat together as she shared stories from her community. She talked about how families without homes stayed with those whose homes remained, sharing clothes and food. Moana spoke with pride when she told me how the people of American Samoa responded to another tsunami warning just the day before.
“I’ve never seen my people so alert. I’m so proud of them. It’s a wake-up call.”
I did not have any more questions. As I thanked her and began to excuse myself, Moana reached out and gently touched my arm.
“We appreciate all the help we are getting.”
I smiled, not knowing what to say. She was the stronger one.
“Life goes on,” she reassured me.
Moana shared empathy that day. She shared it to her community, and she shared it to me. It is the kind of empathy I have tried to carry with me in every disaster since.
Empathy
That experience shaped how I think about emergency management and public information. We often assume empathy is part of the job. We believe it comes naturally with the responsibility to serve others during crisis. In reality, empathy is not guaranteed. It is not something we can assume will show up when we need it most.
Empathy is a skill. Like any skill under pressure, it requires practice, awareness, and intentional development. Without that, even experienced professionals can default to process over people.
In emergency management, decisions are often made quickly with incomplete information. The focus is on speed, coordination, and resource allocation. These are essential. However, when empathy is not part of those decisions, we risk overlooking how those choices affect the people living through the crisis.
For Public Information Officers (PIO’s), the challenge is similar. Messages are crafted under pressure and delivered to audiences who may be afraid, confused, or overwhelmed. Accuracy is critical, but accuracy alone is not enough. The way information is communicated shapes how it is received, trusted, and acted upon.
Consider the difference between a message that simply provides an update and one that acknowledges the fear and uncertainty people are experiencing while also providing clear guidance. Both may contain the same facts, but only one connects with the audience in a meaningful way.
EMEAA Empathy Tests
At the Emergency Management External Affairs Association, we have been exploring how to move empathy from an assumed quality to a considered and deliberate skill. This effort led to the development of two practical tools: an Empathy Test for Emergency Managers and an Empathy Test for Public Information Officers.
These tests are designed around realistic scenarios that reflect the kinds of decisions and communication challenges professionals face every day. The Emergency Manager test focuses on how decisions account for human impact, including vulnerable populations and second-order effects. The Public Information Officer test focuses on language, tone, clarity, and the ability to build trust through communication.
The purpose of these tests is not to judge or label. It is to increase awareness. Many professionals care deeply about the people they serve, but under pressure they may rely on habits that unintentionally create distance. By identifying those tendencies, individuals can begin to strengthen how empathy shows up in both decisions and communication.
When empathy is present, outcomes improve. People are more likely to trust guidance, follow instructions, and engage with response efforts. When empathy is absent, even unintentionally, confusion can increase and trust can erode.
Empathy is not a distraction from the mission. It is part of the mission. It strengthens decision-making, improves communication, and supports more effective outcomes for the communities we serve.
For those interested in exploring this further, both Empathy Tests are available to members of the Emergency Management External Affairs Association. They are designed to help professionals better understand how empathy influences their work and how it can be strengthened over time.
Before your next incident tests you, take the opportunity to test yourself. The results may change not only how you communicate, but how you lead.
Empathy Test Sample Questions
To better understand how empathy can be applied in practice, consider the following sample questions drawn from the structure of the EMEAA Empathy Tests.
Emergency Manager Scenario
You are responsible for opening an emergency shelter following a major storm. The fastest available facility can be operational within two hours, but it is not fully accessible for individuals with disabilities. A fully accessible facility can be ready in eight hours.
What do you do?
A) Open the faster shelter immediately and address access needs as they arise
B) Wait and open only the fully accessible shelter
C) Open the faster shelter while activating support for those unable to access it and accelerate the accessible site
D) Delay the decision until additional resources are confirmed
Most Empathetic Answer: C
This response balances urgency with inclusion. It provides immediate relief while actively accounting for those who would otherwise be left out. Empathy here is reflected not just in intent, but in anticipating barriers and addressing them in real time.
Public Information Officer Scenario
You are drafting the first public message following a rapidly evolving incident with limited confirmed details.
Which opening is most effective?
A) “We know this situation is concerning. Here is what we know now and what you can do.”
B) “We are assessing the situation and will share updates as they are confirmed.”
C) “Emergency crews are on scene and managing the incident.”
D) “An incident has occurred and agencies are responding.”
Most Empathetic Answer: A
This response acknowledges public concern while providing direction. It establishes connection without sacrificing clarity. Empathy is demonstrated through recognition of the audience’s experience, paired with useful and timely information.
Value Proposition
The value of these tests is not in selecting the “correct” answer. It is in understanding why certain responses are more effective than others and how empathy influences outcomes.
When emergency managers incorporate empathy into decision-making, they are better able to anticipate needs, reduce unintended consequences, and serve the whole community. When public information officers communicate with empathy, they strengthen trust, improve message retention, and increase the likelihood that people will take appropriate action.
Empathy enhances operational effectiveness. It does not replace technical skill or experience, but it sharpens both. It helps professionals move beyond simply managing incidents to truly serving people.
Over time, organizations that prioritize empathy will see measurable benefits. Communication becomes clearer. Coordination improves. Public trust strengthens. Most importantly, communities feel seen, heard, and supported during their most difficult moments.
This is not about being softer. It is about being better.
Empathy Goes On
I often think back to my conversation with Moana in American Samoa.
In the aftermath of devastation, she did not speak with anger or despair. She spoke with clarity, compassion, and quiet strength. She saw both the loss and the resilience of her community, and she made sure I understood both.
That is empathy.
It is not abstract. It is not optional. It is something we can choose to practice every day in how we decide, how we communicate, and how we lead.
If we can bring even a fraction of that mindset into our work, we will not only improve our response. We will better honor the people we serve.
And like Moana said, life goes on.
Dan Stoneking is the Owner and Principal of Stoneking Strategic Communications, the Author of Crisis Communications and Emergency Management as well as Cultivate Your Garden, the Founder and Vice President of the Emergency Management External Affairs Association, and an Adjunct Professor in the Communications Department at West Chester University
