Crisis Communications in the Age of Clickbait: Lessons from the L&T Controversy

Recent headlines about a statement made by the Chairman of Larsen & Toubro (L&T) have sparked widespread discussion and criticism. The media frenzy centers on two aspects of the remark: a reference to spouses and a controversial suggestion of working 90-hour weeks. While the context included both genders, many headlines chose to emphasise the word “wife,” sparking debates about gender biases and work culture. This incident provides an opportunity to dissect the dynamics of media reporting, organisational culture, and leadership responsibility in crisis communications.

The Media’s Role: Clickbait vs. Context

In an era dominated by digital consumption, media outlets are driven by clicks and engagement. Headlines often prioritise sensationalism over nuance. In this case, despite the Chairman mentioning both wives and husbands, the word “wife” became the focal point of many headlines. This selective emphasis not only skews public perception but also amplifies controversy. While it is easy to blame the media for prioritising clicks over context, organisations must recognise this as the reality of today’s media landscape.

To counter such narratives, companies must focus on preemptive communication strategies, ensuring that their messaging is clear and less susceptible to misinterpretation. However, even the best communication teams can do little when leadership comments provide fertile ground for controversy.

Organisational Culture and the Communications Team’s Role

The backlash against L&T’s statement has also drawn attention to the company’s communications team. Critics often assume that the internal communications team is the architect of the organisational culture and can dictate its public image entirely. However, this is a misconception.

While communications professionals craft narratives, design campaigns, and engage with stakeholders, they do not create the company’s culture. That responsibility lies squarely with leadership. A communication team can only showcase what exists; it cannot transform the essence of a company’s ethos. When a leader makes a statement that contradicts or undermines the company’s values, the communications team is left grappling with damage control, often unfairly blamed for the fallout.

The Limits of Crisis Management

In crises stemming from leadership comments, the scope of the communications team is inherently limited. They cannot retract statements once they are in the public domain, nor can they change the narrative overnight. Instead, their role becomes one of mitigation: contextualising the remarks, clarifying intent, and ensuring that stakeholders understand the broader picture.

In L&T’s case, while the communications team can emphasise the inclusive nature of the statement and highlight the company’s progressive policies, they cannot erase the controversy. This underscores the importance of proactive measures—particularly leadership training—to prevent such situations from arising.

The Need for Leadership Vigilance

The L&T controversy serves as a stark reminder of how carefully leaders must navigate public communication. In today’s hyper-connected world, anything a leader says—whether in a formal address, an offhand remark, or even a private meeting—has the potential to be leaked and scrutinised. The scrutiny is often amplified by social media, where nuanced discussions are rare, and polarising opinions dominate.

To mitigate these risks, organisations must invest in continuous leadership training. Executives need to understand the implications of their words, not just internally but also externally. Media training, public speaking workshops, and regular briefings on evolving social sensitivities should be integral parts of a leadership development program.

Balancing Work Culture and Employee Well-being

Another dimension of the controversy is the reference to a 90-hour workweek, which many have criticised as unrealistic and emblematic of a toxic work culture. While the Chairman’s intention may have been to highlight dedication and perseverance, the statement risks alienating employees and potential talent. Organisations must strike a balance between encouraging productivity and promoting employee well-being.

This balance should be reflected in leadership messaging. Statements about work expectations must be framed with empathy and an understanding of contemporary workplace dynamics. Leaders must avoid glorifying overwork, as it can erode trust and morale among employees.

Conclusion

The controversy surrounding L&T’s Chairman’s remarks underscores the complex interplay between media reporting, leadership responsibility, and organisational culture. While the media’s penchant for sensationalism played a role in amplifying the controversy, the incident also highlights the need for leaders to be more vigilant and thoughtful in their communication. Ultimately, the responsibility for navigating such crises does not rest solely on the communications team but on the collective efforts of leadership and organisational strategy. By embracing continuous learning and aligning actions with values, organisations can turn moments of crisis into opportunities for growth and reflection.

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Nadhiya Mali

Nadhiya Mali is a seasoned PR and Communications expert with 15 years of experience in brand storytelling, leadership profiling, crisis management and corporate reputation. She has successfully led Corporate Social Responsibility and Sustainability initiatives. She is currently the Head of PR and Corporate Communications at Agilus Diagnostics Ltd, India’s largest Diagnostic Company.

In her previous stint, she was associated with Metropolis Healthcare where she led the communications journey of the company for over seven years.