Making the best of a bad story

I was recently asked to provide insight on issue management, and it reminded me of some work I did for an organization that was the subject of investigative reports – on the same matter – by two different media outlets.

Obviously, that’s never good. And without getting into confidential details, at essence, there was a legit story: there were things which factually occurred, and as a result, questions were raised which put demands on my client to answer.

There’s no magic wand that makes a scenario like this simply go away. That doesn’t automatically imply guilt or wrongdoing – it just means there’s going to be a story about the issue at hand, no matter what.

Understanding that is key – and it’s doubly important that your client gets it, too. They have to know that they’re going to take a hit, despite all the things they may have also done right … and it’s going to be unpleasant.

That’s the time to realistically frame expectations – in conjunction with a strategy that will get you there, all things being equal. What harsh elements will definitely be in the story, like it or not? But more importantly, what is imperative to also have in the mix – or not – depending on how you play your cards?

That’s why a clearly defined message strategy is crucial. You know the hits you’re going to take. You know the claims that your critics will make against you. But you’ve also got to know which elements are crucial to your side of the story – and you must have a strategy to ensure that they are part of the final reporting.

Clarity of message, and a strong focus upon it, are the two most important levers you can work with. In the specific example I’m referencing, we made sure that our responses consistently drove home our “must have” messaging. And, when the stories ran, it was there. With foresight and a realistic objective, and a strategy to achieve it, we were able to mitigate what could have been a brutal story into one which more broadly reflected an issue that goes far beyond the specific organization cited by the media as the case study.

We wore a bit of it, but not all of it. The reporting shifted from being about an organization-specific issue to one which is truly sector-wide. That was what success looked like at the outset, and that’s what was achieved.