Navigating Reputation and Crisis Management: A Conversation with Bob Chant

Bob Chant, a seasoned communications strategist with decades of experience advising corporations on reputation management and crisis communication reflects on the key lessons he has learned throughout his career, the importance of trust and transparency, and the evolving role of CEOs in the digital age.

Bob, you’ve had a long career in both politics and the corporate world, working with billion-dollar companies. As you reflect on your experience, what are some of the key lessons you’ve learned about protecting reputations?

I don’t think there’s anything in what I say that would surprise people. For me, it’s always been a very simple proposition; whether it’s advising clients or leading a team. The fundamental truths that I have seen across my career are consistent. The first and most important thing is to tell the truth. Many executives often overlook this because they’re busy, self-absorbed, or think communication is secondary. But it’s fundamental to everything we do, not just in business but in life. Everyone is always engaging in storytelling, whether consciously or not. If you’re not truthful, people won’t trust you, and without trust, nothing else matters.

Trust seems to be a recurring theme in your advice.

Absolutely. Trust is the bedrock of all effective communication. Whether in good times or crises, if people trust you, they’re more likely to support you, buy your products, and give you the benefit of the doubt when things go wrong. This is especially true in crises when your integrity is most tested. Then there’s judgment, which is crucial as well. It’s a skill that can be learned and honed over time, but it requires patience, listening, and mentorship.

Patience and judgment are interesting points. Can you expand on how these play into managing a company’s reputation?

Judgment involves knowing when to act and when to hold back. It’s about making decisions thoughtfully and not rushing because you’re impatient or under pressure. Sometimes, inaction is the best course because certain issues resolve themselves or are better left alone. Other times, you have to act swiftly, especially in crisis management. I often find that people rush to fix things immediately, but that’s not always necessary. Taking the time to think things through, seek advice, and consider the long-term impact can make a big difference.

That makes sense. Speaking of timing, how do you think CEOs should navigate their public visibility, especially in today’s evolving media landscape?

There’s a fine line between being visible and being overexposed. CEOs need to be engaged because if they’re not, it signals to their employees and stakeholders that they’re not invested. However, there are times when a CEO should take a step back and let others carry the message. It’s a balance. They need to communicate enough to inspire and lead, but not so much that they lose their effectiveness or seem like they’re always in the spotlight for the wrong reasons. For example, there were times with my previous client when he would have been better off letting someone else handle certain communications.

With the rise of social media and online activism, how should companies handle these new challenges where online groups can quickly mobilize against them?

It’s tricky. There’s a tendency to ignore online criticism and hope it goes away, but that’s not always the best strategy. If you’ve built a solid foundation of trust and communicated effectively over time, these situations will be less frequent and less damaging. But when they do occur, you have to assess whether to engage directly or amplify your message elsewhere to counterbalance the criticism. It’s like taking your vitamins; you prepare for these moments by consistently doing the right things, so you’re in a stronger position when a crisis hits.

So, it’s about laying the groundwork in advance?

Exactly. Good reputation management is about being proactive. It’s not just cleaning up the mess after it’s made. You need to be thinking ahead about the impact of your decisions on your reputation. I’ve seen companies get into trouble because they didn’t consider the long-term implications of their actions. If you’re constantly reacting to crises, you’re always on the back foot. But if you’re proactive and thoughtful, you’re better prepared to handle whatever comes your way.

Being conscious of the impact of business decisions on a firm’s or brand’s reputation is very important. Clients sometimes expect that we can simply message their way out of a problem which originated from what may be profitable, but are otherwise dubious reputation decisions. Putting decisions through a reputation filter before they are implemented can prevent, or at least minimize, reputation damage.

Given the decline of traditional media and the rise of less conventional outlets, how should companies treat these newer platforms?

It’s challenging. You have to deal with them as you would any other media outlet, but it’s more complicated now. You must be vigilant, correct inaccuracies, and not let falsehoods stand. Sometimes it means engaging directly; other times, it’s about turning up your own volume to ensure your side of the story is heard. It’s about being adaptable and understanding that the media landscape is continuously changing.

Finally, any last pieces of advice for communicators managing a company’s reputation?

Yes, I’d emphasize the importance of being proactive. Don’t wait for problems to arise. Think ahead and consider the long-term implications of your actions on your brand. Communication is not just about putting out fires, but about building a reservoir of goodwill and trust that you can draw upon in difficult times. And remember, it’s about storytelling, not just messaging. People connect with stories, not bullet points.