As the world has gotten more political, politicized and volatile, all the answers are not as simple as they seem. And statements on almost every subject matter need to be well thought out, including those we believe are to our internal teams. Any statement is quickly a public statement and can create immediate support or just as easily escalate to division and strife. This can impact reputation, sales, employee morale and retention, recruitment – even stock price valuation and selloff.
Today’s executives are asked how they feel about political topics and candidates, controversial Supreme Court decisions, laws, healthcare matters, and heated social topics and public activism on matters such as Roe vs Wade, policing reform, gun control and safety, reproductive rights/contraception, COVID-19 or other vaccination / employer mandates, sexual harassment/#metoo, diversity issues, LGBTQ+ rights, racial equality / hate crimes, privacy, the War in Ukraine/position on Russia, gender equality, elections and voting rights, human rights, healthcare access, immigration, housing insecurity response, and other sensitive topics. Different constituents look at a company or organization’s stance through various lenses, including DEI and ESG, as well as how good of an employer and corporate citizen the company is.
According to The Conference Board, only 15-30 percent of companies responded to any of the items above. The highest response rates (61%, 44 and 40% respectively) were around racial equality, LGBTQ+ rights, and COVID-19 vaccination.
Questions to Ask Before Issuing a Statement on a Controversial Topic
When asked to make a statement or have a POV on any topic, the framework that we need to discuss with our CEOs or our client communications leaders and CEOs includes the following:
- Does the topic you want to address align with our organization’s mission and values?
- Who is the audience you want to hear your statement, and how will your comments be felt by this audience and all other key stakeholders essential to your organization?
- Do you have business strategies, HR policies or actions in place that support the stance of your statement?
- Can you meaningfully influence the issue?
- What makes the timing of a statement urgent now?
- What are the downsides of making a statement? Are the risks too great? What is the very best upside?
- Are the sentiments that of the company/executive suite/board or a sole senior leader?
- If you are giving support to an issue – in what way is that connected to or felt within in the organization – HR policies, employee engagement or resource groups, employee benefits, employee volunteerism, corporate giving, product or service offering, other?
- Who is the most appropriate spokesperson to deliver this message to set the right tone and impact?
Tools to Create an Expert Communications Function able to Respond to Controversial Issues
- Develop a clear process and set of guidelines and criteria that help your company decide whether, when and how to respond
- Stay ahead of issues that matter to your customers and employees
- Stay close to how your leadership, board, and employees feel about these issues vs. responding to them in a heated moment or hurry without background or context
- Regularly monitor what your peers and aspirational brands are doing and saying about topics you support or on which you plan to comment
- Develop holding statements in advance on controversial issues that quickly can be finalized when a response is required rather than starting message development when time is critical and stress is high
- Run statements through a pre-selected workgroup of trusted employees from all facets of the business to provide real-time response; optimize as needed before finalizing and disseminating
Tips to Consider when Developing Statements on Controversial Topics
- Timing is key but greatest risk is going first and last among corporate responses to a topic
- Avoid making any statements that don’t align with your business or employee sentiment; it is not easy to retract something once it is communicated
- Remember that words need to be backed up by action from your leadership team and company; a statement is hollow without action and can hurt your credibility, reputation, and sales
- Develop a couple of key messages and proof points as the foundation for any statements or soundbites – and deliver them consistently across spokespersons and vehicles
- Set your employee, media and social media communications strategies before releasing any statement on a controversial issue or topic, ensuring your leadership and board are privy and prepared and employees hear the statement before it is communicated externally
- Always remember a CEO or company’s job is to reflect the viewpoint of its two most important stakeholder groups — employees and shareholders – as opposed to one individual’s POV
When responding to issues or mounting pressure, keep all your key stakeholders in mind, and carefully think through how the response supports your mission, values, corporate culture, product/service offering and how your words will be supported by meaningful actions.