For today’s brands, businesses and leaders, reputation influences practically every corner of operations. From market positioning to global opportunities, customer loyalty to partnerships, revenue to scalability, it’s make or break.

But in an increasingly interconnected world, reputation is as fragile as it is critical. And in order to truly navigate the complexities of public relations, leaders of all sectors must be equipped with effective crisis communication skills. Helping build and maintain reputational strength, mitigate risks, and impart a vital sense of confidence across their business.

In our latest read, we’re sharing 3 insights from our special panel event, Mastering the Message: Crisis Communications Preparation and Tactics for Leaders.

With Adam Fresco, Independent Crisis Management and PR Consultant, Bella von Bohlen, Managing Director at FTI Consulting, Patrick Harrison, Partner at Highgate, and event chair, Madeleine Weightman, Co-Founder of The Work Crowd.

Insight #1: Build up “credits in the bank” with stakeholders

Effective crisis management starts far before a crisis occurs with the right preparation, including cultivating strong stakeholder relationships. Partners, clients, members of the media and your workforce can all help control and rebuild your reputation should a crisis strike – but only if you commit to building “credits in the bank”.

"In times of crisis, you need your advocates – within the organisation and from 3rd parties. These stakeholders can be your biggest ambassadors or your biggest detractors, so it’s critical you invest in those relationships long-term. Crisis management involves everyone.”

  - Adam Fresco, Independent Crisis Management & PR Consultant

Building mutually beneficial relationships amidst a crisis isn’t just difficult – it’s improbable. If your brand has been embroiled in a scandal, very few businesses or investors will want to be associated with you. And if there’s a revenue risk, they could cut ties altogether.

Investing in your stakeholder relations from the outset will help ensure your brand has a network of well-connected individuals with a reliable name in the market. This network could help sway public narrative in your favour, and act as a safety net for your operations.

Takeaway: Internal communications is key to preparing for and preventing crises

Just as your external advocates are essential during downturns, your talent can be a huge pillar of support. Investing in internal communications now means you have a secure foundation for an engaged, bought-in workforce when you need it most. Talent will be more inclined to demonstrate loyalty to the business (and leaders), and can actively support mitigation tactics. 

Insight #2: Leaders don’t just influence brand reputation – they mitigate fallout

The Crisis Value Erosion Index found that CEOs that remained in their position during a company crisis saw an average of an 11% decline in market value, compared to a decline of 21% following the resignation of a CEO. Making one thing clear: leaders are hugely influential in building, maintaining, and mitigating risk surrounding brand reputation.

“Authenticity is key. You can’t just turn the tap on. Leaders need to build a reputation of genuine authenticity from the very start of their tenure – and then commit to it. It’s hard to define in a few words, but stakeholders need to look at a CEO and know they’re a 21st century leader.”

                  - Patrick Harrison, Partner at Highgate

A strong reputation is as much about leaders’ qualities as it is about their ability to steer a business. Exhibiting humility and authenticity has never been so crucial. Modern consumers want genuine connection, and to feel informed and trusting of the decisions made.

In times of crisis, this translates to knowing when – and how – to say ‘sorry’. CEOs and their counterparts who can take accountability for their actions, and provide a meaningful plan to tackle issues head-on will ultimately garner greater respect and support long-term.

Takeaway: Leaders need their own crisis communication plan…

…rather than rely solely on a brand’s strategy to see them through. A strong crisis management strategy should include potential risks that could jeopardise both leader and business, and an action plan for ‘worst case’ scenarios. It will include key messaging to work with promptly, media contacts to leverage when needed, and positive PR tactics. Think: cohesive yet standalone.

Insight #3: Be proactive about your media management 

We’re all aware of the increasing appetite for attention-grabbing headlines, readily accessible information and constant news cycles. But, in many cases, this hasn’t resulted in an evolved approach to PR and media management in times of crisis. Something which can be detrimental to businesses facing public scrutiny.

"Historically, companies have had a ‘no comment’ approach to PR, but that’s a position that leaves you painfully open to the media owning the narrative. If you’re in a years-long litigation or dispute, that can be catastrophic."

- Bella von Bohlen, Managing Director at FTI Consulting

Engaging in the PR and media management process (strategically) will mean regaining a level of control, and help you build up a consistent rapport with the right contacts that will lead to healthier, more mutually beneficial opportunities down the line. 

In all cases, media relations and PR should be managed by a consultant or highly experienced specialist. They’ll know how much information to provide, common tactics reporters use to deduce details (and how to avoid them), and publicly represent you.

Takeaway: Adopt a person-first approach to PR

Reliable relationships with members of the media means building trust and respect. By prioritising the human aspect of the story and understanding a journalist’s personal drivers, you can establish a more authentic rapport that serves everyone. A word to the wise? Never lie to reporters. It can cause your hard-earned trust and reputation to come crashing down.

Final thoughts

No business or leader wants to face a crisis of any size or calibre, let alone manage a brand through the other side. But in the era of hyper-awareness and hyperconnectivity, reputational issues are increasingly prevalent. More is expected of brands and their C-Suite, and it’s comparatively easy for the everyday reader to be judge, jury and executioner.

But, the way you respond to a crisis is often a key determining factor in how your business and leadership is widely perceived. Accountability, transparency and authenticity can help you regain respect, the right relationships can support trustworthiness, and strategic planning will place you in a more opportune position to effectively tackle and mitigate long-term damage.

If you’d like support with your brand reputation, media training or crisis communications, get in touch with a member of our team today. Our network of thousands of professionals can help you build reputational strength and mitigate risks for your organisation.