Blindside is a good movie title, but an abysmal way to handle crisis communications. Ignoring or denying the existence of an issue does not make it go away, but it definitely exacerbates the problem when the truth is revealed (as it always is).

You see it daily. A politician, celebrity or company gets caught in a misdeed. Vociferously denies it. Attacks the media for misquoting, misunderstanding, misconstruing. Wildly blames everyone but themselves.

Eventually, the smoking gun in the form of a scorned lover, hapless victim, vindictive business associate or wronged employee surfaces. The jig is up, but the dance goes on – in scenarios that play out across both political parties and all types of organizations.

Sometimes, the issue is not a misdeed but a situation perceived as potentially negative. People circle the wagons, button their lips and pursue other clichés in hopes the story magically disappears. By refusing to speak to the media, they don’t make the story or the reporters go away. Instead, they become part of the story. And not in a positive way.

Managing the Message

Since 2007, I have had the good fortune of working with a school district superintendent who exemplifies honesty, integrity and openness. From an unfounded cancer cluster scare to a campus shooting to a student suicide to budget challenges, he has been forthright with the media, parents, staff and the community. Our messages have been clear, consistent and truthful. By speaking where others fear to tread, we have stayed ahead of the story instead of becoming a negative part of the story.

Trust is a tenuous thing. Once you lose trust with the media, your stakeholders and your public, regaining it can be nearly impossible.

Crisis reveals character. Make sure that the manner in which you confront a crisis reveals the character of your organization in as positive and proactive a way as possible.