Sometimes when a crisis occurs, nothing that a company does after that is ever good enough for the affected stakeholders. Even a change of senior leadership will not help if “inherited” problems continue to plaque the new management team. This is because the new management team invariably also inherits the expectations stakeholders have of the company. This problem is exacerbated if the inherited problems are deep rooted and takes time to solve. Every new incident continues to engender stakeholder ire, and if stakeholder resentment and investor confidence is not adequately managed, the new management team may find themselves being replaced by the Board.
This is where changing the narrative is important.
When a crisis occurs, the affected company has a range of outcomes they can consider. And depending on the desired outcome, the approach can vary significantly. A clearly articulated outcome would align the efforts of the crisis communications team and enable them to develop and execute the “correct” strategy. Thus knowing your desired outcome is the cardinal rule of reputation management.