I have often written and spoken about trust and empathy, optics and self-awareness as they relate to avoidable PR blunders. Notably, it is usually not the PR people committing the PR blunders, but the executives who we expect to know better.
I have long believed that many reputation/PR crises occur when executives either get bad advice or fail to heed good advice. In some cases, executives don’t even seek advice. Perfect example: the December 2021 revelations about Better.com CEO Vishal Garg and his dismal behavior when he fired 900 employees on a Zoom call, later accusing some of them of theft in his online posts. Better.com’s Board then added insult to injury, reinstating him following his work with an executive coach on a Board-ordered “break.” In the wake of the incident, several top executives resigned, including the VP of communications and heads of public relations and marketing. Company valuation and reputation took a hit.
Public relations executives, working with risk management, legal, HR and other key functions play a critical role in identifying issues and recommending actions to address threats to an organization’s brand. Unfortunately, organizations have routinely underfunded communication departments and the related staff that can deliver the intel needed to help executives make better-informed decisions before they create a reputational crisis. The same is rarely true of typically well-funded legal and risk management functions.
Communication professionals, like attorneys, can identify problems that may erupt and recommend to management actions that can help prevent smoldering issues from exploding into brand-killing crises. Communication pros have visibility into the day-to-day goings-on with stakeholders that can pinpoint problems which can impact the court of public opinion. Likewise, attorneys are directly involved in compliance, risk and liability issues that can impact outcomes in a court of law.
When a smoldering crisis erupts, public relations professionals and attorneys often are accused of having opposing goals. While PR pros usually focus on humanizing a crisis with transparency and protecting an organization’s reputation in the court of public opinion, attorneys concentrate on the court of law and minimizing the risk of adverse legal action. Both are important goals.
For the attorney, that mindset often drives a desire to share as little as possible in the heat of a crisis. The attorney’s role may be that of devil’s advocate, the worst-case-scenario pessimist who can help the communicator understand the myriad ways that ill-conceived or hasty communication can do more harm than good.
The PR professional understands the importance of quickly controlling the narrative (to the extent possible) and making sure that the company’s story is told accurately. We recognize that nature abhors a vacuum, and that rumors and misinformation can quickly dominate the crisis narrative in the absence of both compassion and firsthand facts.
Amidst chaos is the worst time to try to convince the attorneys that immediate communication is required to try to contain the damage. By focusing on risk assessment, crisis planning and preparedness, including a comprehensive crisis communication plan, the PR professional can help attorneys to get comfortable with strategy and the initial statements that need to be made quickly.
Attorneys play an important role in crisis communication strategy, not in dictating messaging, but in helping strike the balance between fulfilling stakeholders’ need for facts and protecting the company from undue exposure to liability. Understanding each other’s job helps communicators and attorneys to work together to help assure that the organization can win both in the court of public opinion and the court of law.
Social media surveillance and communication measurement tools also need better budgets to deliver the intel needed to make sound decisions. Some organizations make a token attempt at social media, but executive management does not supply the resources to leverage the social listening tools needed to gain earlier insights into online activities that may explode.
Communication teams with insightful, experienced leaders and proper resources can supply invaluable support to executive management. I have worked with some remarkable professionals– in PR and Legal– who recognize the powerful impact of communication on crisis outcomes. They deliver carefully designed strategies that use the power of words to shape opinion and drive behaviors that support organizational mission, vision and goals.
So what’s my point? Leaders, make sure you build a communication function that can deliver the power of words to achieve your goals. Provide adequate resources along with a clear vision and assure communicators can work with their colleagues and obtain the intel needed to move the needle.
Comms pros, keep up with the technology and tools you need to build the strategy, measure the results, and make the business case for the investment. Work with your colleagues and determine how their data can inform your recommendations. Know how your organization functions. Build the relationships needed to assure that your colleagues come to you early when issues arise so that you can gather facts, assess and make recommendations to contain the problem and prevent a PR crisis. It’s a big lift, but you can do it!
