Another week, another high-flyer brought down by personal behaviour that also damages their organisation’s reputation.
Whether it’s in business or in politics, the roll call of smart and successful individuals whose private conduct has caused damaging public repercussions continues to grow. Social media’s army of critics, rolling 24/7 news, smartphones everywhere, and the ‘death of privacy’ fuel the fire.
One week it’s the CEO embroiled in the now infamous ‘Coldplay Couple’ incident, next the boss of a Polish company criticised on social media for grabbing the souvenir cap handed to a young fan by a tennis player at the US Open, then it was the CEO of global food giant Nestle booted out ‘with immediate effect’ after a whistle-blower lifted the lid on his affair with a younger female colleague and followed by the enforced departures of the Deputy Prime Minister and the UK Ambassador to Washington in rapid succession.
The common denominator in each case? It was the personal behaviour of these individuals that damaged their professional careers and forced organisations they represented to act to protect their corporate reputation.
It has always been a mystery to me that high-profile individuals can witness their peers being hung out to dry in the court of public opinion for private indiscretions, then indulge in the very same behaviours themselves – always thinking they won’t be the ones to be found out.
They will.
It might not be immediately; often it’s someone wronged months or even years ago and privy to the ‘secret’ who sees the opportunity to get maximum revenge by revealing the wrongdoing at the most sensitive and damaging moment.
We live in an era where the leaders of public and private sector organisations are encouraged to have an online presence that shows their personality and gives a positive human face to the company they head up
That can bring positive benefits to the individual and the organisation – raising profile and increasing influence. But when private indiscretions are exposed, especially when they blatantly contradict corporate values, it can quickly and brutally bring ridicule or scandal. This forces Boards to act quickly and decisively to best protect corporate reputation and commercial interests.
So, how best to act?
Here are the essential ‘dos’ and ‘don’ts’:-
Do:
Ask the hard questions
Before the comms team look to develop a public persona for the CEO they need to ask the hard question; ‘Is there anything in your past or present private behaviours that would cause embarrassment to you or the company if it became known?’
Stay calm and think clearly
If the worst happens, don’t panic. Take time to assess the situation properly.
Get the facts
Gather ALL relevant information before making any decisions or statements.
Get ahead of the story
The media can be like a ‘dog with a bone’, especially when journalists feel they are being ‘played’ and not told the truth
Work with experienced specialists
Work with media specialists who can predict where the story is heading and help you stay one step ahead.
Address difficult questions before they’re asked
Cut off future headlines by addressing the difficult questions proactively BEFORE they are asked
Act decisively
Once you know what needs to be done, do it quickly and clearly.
Leave room for new information
Caveat any statements with the phrase ‘on what we currently know’ so that you won’t be embarrassed by revelations that emerge later
Tell the truth
Don’t lie or attempt to cover up
Have a plan ready
Have a crisis communications plan that has identified and developed responses to risks caused by corporate failings or private wrongdoing.
Don’t:
Let facts drip out slowly
Don’t allow information to be dragged out day by day or you’ll face ‘ death by a thousand cuts’ as the story runs and runs.
Let loyalty cloud your judgement
Don’t let personal relationships or a sense of loyalty cloud your judgement when the wider interests of the organisation should take priority.
Think ‘no comment’ means no story
If you don’t respond, journalists will simply go to other sources who may not know all the facts and may have ‘an axe to grind.’
The bottom line
As long as companies and organisations are led by humans, there will always be those whose personal indiscretions outweigh their contributions in the Boardroom. That has always been the case, but in today’s 24/7, social media driven environment, the chances of those failings staying secret are much smaller.
While clever people will always do stupid things, being prepared in advance gives the best chance of limiting future damage.
We can help you get prepared.
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Written by Peter Davenport, Crisis Communications Consultant at Definition.
