Crisis Management in CSR

This isn't another post about the improprieties and lack of ethics demonstrated publicly on Jumbotron this week by Astronomer execs. This is about what I hope happens next internally, on behalf of Astronomer employees.   Today at Astronomer, I hope that an open letter is being sent out to all employees that strikes a tone of transparency and empathy.   The key messages should be: 1 - Trust has been broken 2 - Here is what is being done now 3 - Express genuine understanding for the impact this has on work and culture 4 - Clearly call out that any questions and support needs be directed to so and so rather than aired publicly   Then, after that is sent, I hope that Astronomer continues to maintain open communication and updates out to their employees about:   → Any internal investigations (to the extent that it can be shared); →Updates to reporting structures and other resolutions whether temporary or permanent; → Overall impact on work.   Additionally, I hope that Astronomer is monitoring employee sentiment on internal channels like Slack or Teams as well as externally like here on LinkedIn, on Glassdoor, etc.   This monitoring shouldn't be done to shut it down but to seek to listen to understand concerns and impact on morale and #employeeengagement. And to do something about what they hear.   Internal crises happen. How we respond and maintain trust during those times of crises says more about your #culture than how you are during the good times. #iamtalentcentric

Crisis training isn’t optional. It’s CPR for your reputation. Yesterday, I ran a half-day, issues & crisis-focused media interview workshop for my long-time client, Goodwill of South Central Wisconsin. I will die on the hill that every organization with public-facing operations needs to run updated media trainings, crisis simulations, and playbook reviews 3–4 times per year. Why? Because it’s no different than office/school fire drills or renewing your CPR cert. You don’t do them because you expect the worst tomorrow; you do them because lives, livelihoods, and millions of dollars are at stake if you don’t keep your response muscles fresh. Pay a little now. Or pay much more later. Here are the core elements of my crisis trainings, updated with feedback from 30+ fellow trainers, journalists, and comms pros: 1. Safe Space & Energy – Ice breakers and laughter lower the stakes so trainees can fail fast and learn. 2. News Value & Archetypes – Journalists hunt for conflict, hypocrisy, humor, contradiction (“man bites dog”), rags-to-riches, romance gone bad, David vs. Goliath. And they’ll cast you as hero, villain, or something in between. Know both before you walk in. 3. Prep Your Headlines – Pick 2–3 key points you must convey. Even if your interview is 30 minutes, it may be condensed into one 10-second soundbite or a single sentence. If you said it, it’s fair game — context or not. 4. Modes Matter – Decide: are you educating with nuance, or delivering tight soundbites? The worst interviews are when you mismatch. 5. Foundations – Bridging, blocking, flagging, hooking. And always have a call to action ready. 6. Don’t Repeat Negatives – If asked “why is your company failing at X,” never restate “we’re not failing.” That soundbite will haunt you. Reframe and redirect. 7. The Big Crisis Questions – What happened? Who’s to blame? What are you doing to make it right? Train for these — they’ll come every time. 8. Nonverbals – Solid colors. Hands visible. Lean in. Silence beats nervous rambling. 9. Mock Interviews ON CAMERA – Not an iPhone selfie. Real lights, mic, hostile rapid-fire Qs. Run two full reps per person. 10. Respectful Feedback – Watching yourself is awkward. In a trust-based room, it’s priceless. 11. On the Record ≠ Optional – Yes, there’s on background, off record, and Chatham House rules. But unless there’s rare mutual consent, assume everything is on the record. Mic is always on. 12. Refreshers – Media training is never “one and done.” Quarterly reps keep you sharp. 👉 That’s my list. What’s yours? What’s the one drill, exercise, or tactic you swear by to make crisis simulations stick? And if your team hasn’t dusted off its crisis plan in a hot second — or you’ve never pressure-tested your spokespeople under fire — it might be worth a quick convo with someone who’s been in the room (I’m always happy to chat). Because crisis comms isn’t theory. It’s muscle memory. And muscle memory only works if you keep training.

🌟 Lessons Learned from the Daily Harvest Crisis 🌟 Last year, Daily Harvest, (company with a valuation of $1.1 billion in 2021), found itself in a major crisis. The company launched a new product, the French Lentil + Leek Crumbles (sounds delicious?). Soon customers started complaining they were getting sick, both on social media and to company support. Despite the complaints, Daily Harvest was slow to respond, with customers feeling dismissed when the company suggested that their health issues might be due to improper preparation of the product. The company offered a $10 credit and sent customers a survey asking "how long did you cook the product". More than 140 people were hospitalized, and around 40 had to undergo gallbladder removals. The CEO resisted using the word "recall" on social media, and instead customers with pending orders were informed that their orders were canceled due to "high demand" and a temporary stockout. It was only after hiring a crisis management company that the company finally issued a recall. Now Daily Harvest is facing arbitration with customers (forced arbitration in their terms of service) and lawsuits from influencers who previously promoted the brand and received the product free (not subject to arbitration). They've had two rounds of layoffs and closed a retail location since. This is a great use case and a lesson in leadership and how to act in times of crisis. Some lessons I personally picked up Transparent Communication: Acting out of fear (of what might happen if it is your fault) and not facing issues head-on can be the downfall of a business. You have to be forthright with your customers first - and I believe if the CEO was transparent early on, the response from customers would be much more positive. Crisis Management - Every business must have a crisis management plan in place to handle unforeseen challenges. Especially if you're in a business more prone to issues coming up (toys/supplements/machinery/food). Taking Customer Complaints Seriously: Listen to customers, have empathy, and respond quickly. Downplaying customer concerns is not the way to build trust. The Daily Harvest crisis reminds us that even successful companies are not immune to challenges. We will never be able to avoid challenges, but how we show up makes all the difference if we rise to our next level, or we're not ready to get there.

I remember very clearly the first time I heard these words: "We need to delete that tweet. Now." Those are scary words no matter if you're 22 in your first social media job (like I was) or a seasoned social media expert. I’ve been in the middle of social media crises before there were PR playbooks for them. Before brands truly understood that what they posted online mattered. Before organizations realized that a single comment could spiral into a full-blown reputational nightmare. 10 years in, I’ve seen it all: 🚨 Viral outrage over a single poorly worded post 🚨 A flood of comments demanding accountability right now 🚨 Internal teams scrambling, unsure of what to say—or whether to say anything at all Here’s what I’ve learned: 1. Silence is a statement. Not saying anything is saying something. And usually, it makes things worse. 2. Deleting doesn’t erase the internet. Screenshots exist. People will notice. The question is: will you acknowledge the mistake and take responsibility? 3. Leadership is tested in moments of crisis. The executives and organizations that handle it best are the ones who have built trust long before they need it. It's made me realize that thoughtful, transparent communication isn’t just a social media best practice—it’s a leadership one. Because the goal isn’t just damage control. It’s long-term credibility. And the leaders who show up with clarity, accountability, and integrity are the ones people trust, when things are calm or chaotic. They’ve built trust. They’ve outlined response protocols. They don’t scramble—they act. How are your leaders building trust now so they can move confidently into a crisis when it happens?

When (not if) chaos hits, great leaders step up. Master these 7 tactics to keep your team strong and united. In times of crisis, your team looks to you for guidance and stability. Your response can either unite your organization or fragment it. Clear, consistent communication is your most powerful tool. 7 essential tactics for communicating with your people:   1. Act Swiftly, But Thoughtfully ↳ Gather facts before addressing your team ↳ Aim to communicate within the first 2 hours   2. Radical Transparency ↳ Share known facts with staff, even if unfavorable ↳ Admit knowledge gaps to your team openly   3. Lead with Empathy ↳ Address team emotions before diving into facts ↳ Use phrases like "I know this is challenging for us all..."   4. Create an Internal Information Hub ↳ Launch a dedicated crisis page on your intranet ↳ Update it at consistent, pre-communicated times   5. Tailor Messages to Different Teams ↳ Craft distinct messages for various departments ↳ Adjust detail level based on team needs   6. Provide Clear, Role-Specific Guidance ↳ Give team-specific instructions on crisis response ↳ Break complex actions into simple, assignable tasks   7. Follow the 3-3-3 Rule ↳ Convey 3 key points, 3 times, in 3 different ways ↳ Repeat these core messages in all team communications   Your team's trust is your crisis lifeline. Nurture it through transparent, consistent communication.   If you found this valuable: • Repost for your network ♻️ • Follow me for more deep dives • Join 25,500+ subscribers for more actionable tips to build your brand and protect your reputation: https://lnkd.in/edPWpFRR

Nonprofit executives - I've spent 20+ years working in transformational change environments & crisis moments. Here are 3 things that can help you and your team right now: 1 >> Keep Communications at the Table Your heads of external AND internal communications are vital members of any crisis or critical strategy conversations. Often, decisions are made without these leaders in the room and they are brought in too late to contribute their expertise about how best to position challenging information, share meaningful updates, and respond to tough questions. This will make it harder for everyone in the long run. Do yourself the favor and keep communications at the table - as a contributing, strategic member - from the beginning. 2 >> Provide a Proactive Channel for Questions Your team is probably pretty shaken right now. They have questions. And while you may not be able to answer them all right now, it's important to acknowledge them and work toward answers where possible. Provide a proactive way for folks to submit questions (e.g., an email address they can reach out to, a form on your intranet, designated team members throughout the org) and then find a consistent way to provide meaningful responses (e.g., all-staff meetings + a standing document on the intranet that is routinely updated). 3 >> Help Everyone Understand Their Role You and your executive team may be working through scenario planning, major donor outreach, and many other emergent needs. Your team needs to hear how they can play an important role, too. Is there specialized support or research that can be gathered? Should they focus on continuing to provide great service to your community and donors? Help them know how and where to focus their energy - and when that may need to change. Don't assume that they will know to keep following the playbook that was laid out prior to the crisis or big change. What other practical tips do you have for nonprofit executives operating in transformational change or crisis environments? Share in the comments. #nonprofit #leadership #management #ChangeLeadership --- I'm Veronica - I help CEOs and Department Heads at established nonprofits create strategic clarity and lead change well. On LinkedIn, I write about practical approaches to improving the ways we think, plan, and work.

Even the best brands face unexpected challenges. Recently, Mattel had a packaging misprint on their “Wicked” dolls, where a URL directed consumers to an unintended site. But their swift, transparent handling of it showcased brand agility and accountability. Here’s what Mattel’s response taught me, and some advice for brands to prevent similar execution pitfalls: 1. Speed of Response Reflects Brand Agility Mistakes happen, but a brand’s ability to act quickly can turn a slip-up into a demonstration of its values. Mattel immediately recalled products from major retailers, showing an agile response that reinforced consumer trust. Agility in action often says more about a brand than a flawless record. 2. Coordinated Partner Management Licensed products bring unique challenges—aligning with partners and ensuring consistency across every detail. Mattel’s swift coordination with retailers and licensors shows the importance of strong partnerships and clear protocols in crisis management. When teams are aligned, corrective actions can be immediate and effective. 3. Transparent Crisis Communication Builds Trust By addressing the issue directly and advising consumers on corrective steps, Mattel turned a potential reputational risk into a moment of transparency. Direct communication in crisis doesn’t weaken brands; it strengthens loyalty. 4. Securing Digital Touchpoints on Physical Products With packaging increasingly connecting consumers to online content, every URL and QR code is a potential risk point. Mattel’s experience shows the need for proactive management of digital assets. A centralized environment for URLs and QR codes helps maintain control over consumer experiences. Advice for Brands to Avoid This Pitfall: 1. Institute Multi-Layered Quality Checks: Beyond product safety, implement cross-functional checks on URLs, QR codes, and app links. Small details can have big consequences. 2. Centralize Digital Asset Management: Use controlled, brand-owned domains for links and maintain flexibility to adjust as campaigns change. 3. Partner Coordination Protocols: Establish clear, joint standards with partners, especially for high-stakes launches. 4. Simulate Worst-Case Scenarios: Run “war game” exercises on potential issues like URL misdirections. This helps test processes and strengthen crisis response plans. 5. Develop a Crisis Management Playbook: Mistakes happen. A crisis plan with rapid response, clear consumer communication, and immediate action steps can contain fallout. 6. Monitor Digital Touchpoints Continuously: Leverage technology to flag redirection issues before they reach consumers. In a digitally connected world, proactive monitoring and quick resolution are invaluable. Kudos to Mattel for handling this with integrity! #cpg #cpgindustry #consumerproducts

Macy's recent $154 million accounting mistake isn’t just a financial blunder. It’s a glaring example of poor leadership, a failed communication strategy, and a critical lack of operational control. First off, how does a company allow a single employee to hide $154 million in expenses? For a 165-year-old brand synonymous with holiday shopping, that’s hard to fathom. Sure, Macy’s is a massive global company with $23.5 billion in annual revenue. But $154 million is hardly pocket change - it represents nearly 1% of their total revenue. Allowing such a sum to go unnoticed raises serious concerns about the company’s financial oversight and governance. This lack of control not only damages trust but also casts a shadow over their operational stability. But their errors didn’t stop with financial governance. Their strategy for tackling the crisis also showed glaring errors in communications strategy. Let's start with the timing. If Macy’s had disclosed the error in the summer, it might’ve been a minor blip. Instead, they let it spiral into a 4th-quarter crisis, overshadowing their iconic Thanksgiving Day parade - on its 100th anniversary. It’s like announcing you’ve burned the turkey right before your guests arrive for Christmas dinner. The timing amplified the story’s reach and impact exponentially. Now, that’s the one thing everyone will remember. The communications errors didn’t stop with timing, though. But what’s equally concerning is the communications catastrophe that followed. Even worse was the communications vacuum that followed. Basic crisis management tells us to explain three things: 1. Why did this happen 2. What are we doing to fix it? 3. How will we prevent it from happening again? Macy’s addressed none of these. Instead, they left stakeholders, investors, and the public to fill in the blanks themselves - and that is never a winning strategy. The lesson here is not just about financial controls or crisis communications in isolation. It demonstrates how leadership failures cascade through an organization, turning what could have been a manageable crisis into a case study of what not to do. When it comes to protecting your company’s reputation, there’s no room for shortcuts in either financial oversight or crisis communications. Macy’s just learned this lesson the hard way.

Here is how you communicate in a crisis From my recent talk at IAAPA 👇 1. Prepare for the crisis - Identify potential crises: let your wildest nightmares rule and write them down. - Asses the risk of the crises you identified. - Create a clear protocol for responding to the crisis - - Who does what? - - Who approves the messages? - - Have communications templates ready to go. ***Practice for the crisis*** even if just a quick 5 minute refresher. 2. Identify your Communications Channels - Have a press list ready. - If you have social media (which you should) make sure you know who is on deck for posting (and make sure everyone knows when NOT to post.) - - If you DON"T have social media, don't establish an account in crisis. - Develop messages that address the needs and concerns of specific groups: - - Customers, - - Employees, - - Media, - - General public 3. Be Ready for Go Time - Because a Crisis Will Eventually Happen. 👉 Be clear and concise 2️⃣ Address the issue: be honest 🧭 Show empathy and offer reassurance 🏃➡️ Outline immediate actions 🗓️ Set expectations for updates ✅ Be accountable 📞 Provide contacts for additional information Preparing for a crisis is essential - no matter your size or the severity of the crisis - being ready and responding appropriately will lead to faster recovery with minimal damage to your brand and business. I do this for my clients in both my fractional GC work, but mainly in my lobbying work, because many a bad law is passed in response to a poorly managed crisis. Don't be one of them, Cody Hand, founder of Cody Hand, LLC, The Speakers Collaborative, and badass lawyer and lobbyist for highly regulated industries such as healthcare and entertainment/attractions providers.

I decided to help Astronomer out. If I were advising this company, we would issue a statement that follows the framework built from nearly two decades in news. I saw first hand how silence speaks louder than anything in crisis. When you stay silent you allow the public and media to control the narrative. Instead, issuing a statement similar to this allows you to acknowledge the crisis, communicate what is being done, take responsibility and explain now what will change. The ACT Now Framework, I created, works. Here’s one option: “Like so many who’ve seen the video, we are appalled by the behavior of our CEO and Chief People Officer. Their actions violated our values and code of conduct. Both have been placed on unpaid leave, and a third-party investigation is underway. We are also reviewing our leadership accountability policies to ensure this never happens again. We owe our employees, partners, and community better and we are committed to earning that trust back.” Why does this work?  It acknowledges the crisis, communicates what’s being done (this is assuming they have policies and if they don’t there’s bigger issues here), takes responsibility as a company and says what they are doing moving forward.  Interestingly, a fake statement from CEO Andy Byron was floating around the internet last night and the company reportedly confirmed to TMZ that the statement was a fake but STILL didn’t give a statement. This tells me there is a pulse in the comms department but the handling of this crisis, in my opinion, is making things worse for the company and shareholders.  Clock is ticking, time is of the essence in crisis. #CrisisCommunications #LeadershipAccountability #ReputationManagement #CorporateResponsibility #PRStrategy #BrandTrust #CommsStrategy #ExecutiveLeadership #CrisisResponse #LeadershipMatters #OwnTheNarrative #CommunicateWithClarity #CrisisLeadership #ACTNowFramework #PublicRelations #CrisisManagement