Steering into the Skid: The Role of Authenticity, Honesty, and Empathy in Crisis Management

How organisations communicate during a crisis and manage challenges can either preserve or erode trust entirely. Effective crisis management is anchored in a set of principles, which are primarily authenticity, empathy, and honesty. When embraced by organisations, these ensure they are better equipped to navigate turbulent times, sustain relationships, and emerge stronger.

Building Trust Through Authenticity

Authenticity is central to trust. It is a sure-shot way for organisations to connect with stakeholders and appear genuine. Through authentic communication, organisations can reflect an understanding of the emotions and needs of all stakeholders—customers, employees, contractors, suppliers, and even neighbouring businesses. Authenticity in communication is achieved when the following is done:

• Inclusivity Matters: Ensure that no one is left behind. Engage with all stakeholders, fostering dialogue and collaboration. This approach builds goodwill and can yield valuable insights to address the crisis more effectively.
• Tailored Communication Channels: Meet your audience where they are and on their terms. With its reach and immediacy, social media has become vital for timely updates and communication. However, understanding changing engagement patterns is key to ensuring your message resonates.
• Centralised Information: Consolidate updates in a single, accessible location—a microsite, a dedicated FAQ section, or a crisis hotline. This reduces confusion and ensures stakeholders have reliable information at their fingertips.

Honesty and Vulnerability Foster Connection

Admitting weaknesses in a crisis can seem counterintuitive, but vulnerability backed by action can be used to be more honest and empathetic to an organisation’s advantage. Acknowledging mistakes and demonstrating action builds trust and improves reputational bounce back.

For example, Johnson & Johnson’s response to the 1982 Tylenol poisoning is the gold standard for crisis management. The company reaffirmed its commitment to public safety by openly apologising, recalling products, and maintaining open communication, ultimately restoring trust. Conversely, BP’s delayed and opaque handling of the 2010 Deepwater Horizon spill resulted in lasting reputational damage due to stakeholders viewing them as evading their responsibilities.

Empathy and Humanising Crisis Responses

During a crisis, losing sight of the human element is often easy. Organisations forget that people want to see the faces behind your efforts and actions. Therefore, showcasing empathy through human-centric narratives can be transformative.

• The Power of Apology: An authentic apology can arouse empathy and aid in reputation repair. For instance, O.B. Tampons turned a supply chain mishap into a unique public relations success by sending personalised apology videos to affected customers. This creative gesture not only addressed grievances but also fostered goodwill.
• Humour as a Balm: KFC’s cheeky response to a supply chain issue—rearranging its initials to “FCK” in a public apology ad—won over critics and the public alike. Their humorous yet accountable approach transformed a potential PR disaster into a positive brand moment.

Transparency and Learning

I believe that authenticity, honesty, and empathy result in transparency, which ensures that you control the narrative by not only curtailing rumours but also facilitating better decision-making. Organisations can leverage experts to contribute solutions by openly sharing challenges and developing a collective purpose. The Fukushima nuclear disaster is a great example of the dangers of withholding information, as confusion and delays intensified public fear and prolonged recovery.

In the healthcare sector, transparency is recognised as an opportunity for process improvement and ensuring deep relationships with patients and customers. Tools like the Healthcare Complaints Analysis Tool (HCAT) demonstrate how addressing complaints can transform feedback into actionable insights, driving change and improving service quality.

Conclusion

During a crisis, an organisation is tested on its resilience and values. Hence, organisations can navigate the storm and come out dry on the other side by prioritising authenticity, empathy, and honesty. This protects reputations and maintains trust with stakeholders. Whether through a genuine apology, a human-centred narrative, or transparent communication, the essence of crisis management lies in remembering that, at its core, it is about people.

The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.

Aditya Vasan Singla

Aditya Vasan Singla is a Principal at Astrum, India’s first specialist reputation management advisory that uses science to understand and shape public opinion.

Aditya brings nearly a decade of diverse experience in strategy and management consulting, primarily focusing on ESG Strategy, Institutionalisation, Transformation, and Communications. He has dedicated most of his professional career to consulting firms such as PwC and ERM, where he played a pivotal role in enhancing clients' ESG performance, systems, and processes.

Aditya excels in developing institutional frameworks for organisational restructuring and collaborates closely with senior management to integrate ESG strategy into business as usual and initiate ESG transformation.
Aditya holds an M.A. in Economics and Geography from the University of Aberdeen and an M.Sc. in Environmental Economics and Climate Change from the London School of Economics and Political Science.