Client in Crisis: To Talk or Not to Talk

Crises happen in the workplaces of some of the best-managed companies in the world. The cliché, “It’s not if, but when,” is an unfortunate reality all business leaders face. 

Attorneys and communications professionals can agree that some of the best outcomes for our clients have been when a workplace crisis resulted in little-to-no public awareness. It’s true … we love it when our hard work goes unnoticed. 

Such an outcome is rarely based on luck. It is more likely achieved when an organization is prepared with communications plans in place and team members fully aware of their roles. Importantly, there must be clarity around the ultimate communications goal: Protect the brand and preserve the company’s relationships with stakeholders that matter most to its business and its future.    

It may surprise you that this goal often is achieved with no public, external communications. Publicly addressing a crisis is not always the recommended communications strategy.  

If a client is seeking your counsel regarding a specific issue, they have likely determined the workplace crisis is of significant consequence to its business. Best-in-class businesses prepare in advance for the most likely crisis scenarios. The advance work is directly applicable and easily modified for the crisis of the moment.

Good business leaders know what could threaten their company’s hard-earned reputation, challenge its financial position, strain its relationships with key stakeholders or ultimately, negatively impact its future.   

One of the most challenging and consequential decisions at the onset of a workplace crisis is whether to say anything at all … to talk or not to talk. So, how do you determine when a client should talk or stay silent?

Talk to get out in front of the issue 

Publicly addressing matters of great consequence to key stakeholders is essential. Communicating to those directly or indirectly affected requires a client to utilize its communications channels. Whether through phone calls, emails, newsletter communications, in-person meetings, media, social media, website or text alerts, etc., it is vital to ensure those who matter most hear the news first and first-hand. 

Getting out in front of an issue may or may not involve media relations. Media should be viewed as an important communications channel with which your client may choose to engage.  

Talk when the issue is already public

If phones are ringing, online chatter is raging and news crews are camped outside, it is vitally important to ensure the client’s voice and key messages are included in media reports. Reliable information diffuses panic, helps control speculation, and conveys trust to an anxious public and curious news media.

Media and social media are important tools for shaping the story’s narrative. Their influence should not be dismissed. If conversations, speculation, and accusations are heating up, a statement acknowledging the situation and how the client is working to resolve the issues ensures the client doesn’t appear dismissive, uncaring or negligent. Rather, they are displaying their position and intention as a caring, responsible organization and good corporate citizen.   

Even if media and social media break the story, direct stakeholder engagement should not be dismissed. Audiences internalize how a crisis may affect them. Companies need to anticipate and appropriately address stakeholder reactions, questions, and concerns. 

Do not talk if it risks making a mountain out of a mole hill

Most issues a company faces will never rise to the level of a crisis. For example, the dismissal of a senior executive may shake up the workplace but be of little importance to external stakeholders and others in the community. Likewise, a client talking about an issue that otherwise would have been unknown or dismissed by key stakeholders could create a bigger problem to then be solved. 

While issues tend to evolve and may later need addressed by a company, don’t mistake the initial silence as a reason to “wait and see” if the situation warrants additional discussion . Even with a reactive approach planned, companies should still prepare appropriate communications, articulate their position on the issue, anticipate stakeholder questions and concerns, etc.

Strategic communications will not make issues disappear. Carefully crafted statements and responses will never overcome organizational missteps of inaction, overreaction or underreaction; or perceived lack of remorse, care, and compassion. While communication is vital to reputation management and stakeholder engagement, it is secondary to the actions — and initial reactions — taken by a company. How your client responds to a workplace crisis can turn a bad situation into a full-blown and costly disaster.  

Actions and communications amid a crisis often compound the complexity of the actual unfortunate event. Lawyers and communications professionals, as well as company leaders, should remember the goal: Protect the brand and preserve the company’s relationships with the stakeholders that matter most to its business and its future.