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Before a Reputational Issue Goes Public
INSIGHTS
The earlier a reputational issue is understood, the more options there usually are. The first task is not to say everything. It is to work out what is known, what matters and what may happen next.
Start with what is known
Separate facts from assumptions, second-hand information and worst-case predictions. Establish what has happened, who knows about it, what has been recorded and whether anyone is likely to act next.
This does not require a complete investigation before you think about communications. It does require enough clarity to avoid responding to a version of events that may not be accurate.
Assess the risk before choosing the response
Not every issue needs a public statement. A response that is too early, too broad or too defensive can draw attention to something that might otherwise have been resolved privately.
Consider the likely audiences, the strength of the information, the timing and the possible consequences of saying nothing, saying something or taking a private step first. The right response should be proportionate to the actual risk.
Coordinate the people around you
A reputational issue rarely sits in one adviser’s area. Your lawyer may be considering legal exposure, your PR adviser the public response and your agent or manager the effect on relationships and opportunities.
Make sure the people involved understand the same basic facts, the decision that needs to be made and who is responsible for each next step. Mixed messages create avoidable risk.
Decide what not to do
Pressure can create a desire to respond immediately. Before doing so, consider whether the action will clarify the position or simply create a new public record.
- Do not speculate about facts that have not been checked.
- Do not respond publicly simply because the situation feels urgent.
- Do not let several people issue separate versions of the same response.
- Do not lose sight of the underlying issue while focusing only on how it might look.
Keep the plan under review
Reputational situations can change as more people become aware of them or new information emerges. Agree what would trigger a review, who will monitor developments and when the people involved will speak again.
The aim is not to predict every outcome. It is to create enough space for a measured response and to avoid making a difficult situation harder through haste.
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Start with the situation