In a recent New York Times article by Peter S. Goodman, three corporate giants (BP, Toyota and Goldman Sachs) are scrutinized on the art—or not so much—of crisis communications. Each company facing unique challenges, their experiences are lessons worth learning, as any organization—despite good intentions—is ultimately responsible for appeasing public opinion. The article highlighted things to remember during a crisis:

• Be mindful of your audiences. A primary rule in communications is to know your audiences and target messages that will resonate best with each of them. Sometimes these messages will differ, perhaps even conflict. Finding the right message that not only puts audiences at ease and considers their personal stake, but also builds confidence going forward collectively, is a way to re-establish long-term trust and credibility.
• Spokespeople do matter. The spokesperson is the “face and voice” of the organization. If your audiences don’t get you, your messages are lost. And language and cultural barriers do exist, making it an uphill climb in connecting with audiences who matter most. BP had better luck with a second spokesperson—a native of the Gulf Coast—than the first, a British foreigner who didn’t sound and look like he was one of them or “felt their pain.” One question to ask from the public’s perspective: “Does this person sound like they can really put themselves in my shoes?” If the answer is shaky at best, it’s time to find the person who can.
• Stay nimble. Some crises are so complicated and constantly evolving that it’s almost impossible to prescribe the “right” formula to fix it. But a regular re-assessment of the circumstances is a healthy way to stay on your toes, grab opportunities as they come, and never miss a moment to deliver messages of accountability, encouragement, and solutions to your audiences.
• Honesty is everything. Without it, public trust and credibility are lost, and what you have to say no longer matters. In a crisis, the truth is almost never pleasant to tell, but it is essential and goes a long way toward re-building confidence. Transparency in an environment of back-room deals and underhanded tactics tends to rise to the top.
• Changing perception takes time. Rome wasn’t built in a day, so the adage goes. Through troubling, unpredictable times, you hardly make it to the other side without some bumps and bruises. The public can hold a grudge, and news reports never let anyone forget, as they can hardly do a profile without mentioning the worst memorable thing. But staying focused on the solution, a consistent presence, reliable voices, and an honest approach go a long way to regaining the public trust. It doesn’t hurt to learn from the lesson and not repeat the problem, too!