When Should A Company U-Turn In Its Crisis Communications?
In the midst of a PR crisis, every decision a company makes and every word they say will come under a level of scrutiny which is often remarkably intense, depending on the scale of the issue involved. It is at this point that working with a crisis communications specialist is essential.
This intensity can often lead to two opposing but often quite unhelpful impulses; some companies will fold to popular sentiment even when it goes against their principles, whilst others will stay the course more out of stubbornness than strategy.
It is not always virtuous to stick to an unethical or ill-advised plan, but at the same time, a U-turn is not always a sign of weakness.
Named after the driving manoeuvre, a U-turn is a sudden change in strategy or messaging that, whilst associated with weakness, can sometimes be the best way to handle a crisis.
If you are considering making a U-turn on an initial PR response, here are some concepts to consider, as well as examples of both good and bad U-turns.
Would A U-Turn Allow For A Timely PR Response?
One of the biggest reasons why U-turns happen is that companies feel like they need to respond quickly to an evolving situation to take control of the narrative.
This is undeniably true, but it also comes with the risk of going into a situation with incomplete information or failing to manage an evolving situation.
Good Example: Pepsi’s Live For Now
In the late 2010s, brands were beginning to acknowledge and embrace social awareness in their communications and marketing, but whilst some campaigns, such as Nike and Gillette, successfully created important conversations, Pepsi did not.
The Live For Now campaign has become infamous for being one of the worst attempts at socially aware marketing, but whilst initially defended by Pepsi, their timely reversal ultimately helped show that they were listening and trying to improve.
Bad Example: WWE Celebrates A Murderer
One of the most infamous examples of how rushed PR can create a disaster that lingers is when the professional wrestling and sports entertainment company WWE responded too hastily to a situation involving the death of one of their talents.
When Chris Benoit, his wife and his son were found dead in July 2007, the company quickly arranged a tribute show, but partway through its broadcast, it was revealed that police were treating the situation as a murder in which the contracted WWE performer was the prime suspect.
This meant that there was a three-hour tribute show to a murderer that had been broadcast on live television, leading to a statement being quickly added to another broadcast by the company the following day.
The 5 Impulses To Avoid When Making Crisis Communications
- Delaying your response, as whilst it is important to be accurate, outrage and conspiracy can fill the void.
- Being overly defensive, as it makes it clear that your interests are focused not on finding the truth or taking care of those affected, but avoiding legal liability and minimising effects on the business.
- Misjudging the moment, creating a disconnect between yourself and the target audience, which can stoke further outrage.
- Spreading disinformation to protect the brand in the moment. A lie can spread quickly, but the truth will always catch up.
- Being disrespectful or patronising to the people affected by the issue.
