Anatomy of a Scandal: Clipping the Brand

Crises have the ironic habit of happening at the most inconvenient times.

As much as you may believe that you can prepare for a crisis, the simplest truth is that there is no absolute preparation. It is much like having a child--or so I've heard: you can be more prepared but you are never completely ready to see your brand, company and efforts jeopardized.

And here, just as April wraps to a close, Donald Sterling has offered provided a very insightful lesson about crises, regrets and accountability.

While the authenticity of the controversial recordings has been called into question, the impact of the language is unquestionable. The running strategy of Sterling's team appears to be deflect and deny. The problem is that the listening audience---including all of his stakeholders--need him to reflect and comply.

The letter of the law, as dictated by the court of public opinion, is quite different for public figures. There is a much more distinct, definite and unforgiving degree of accountability and discretion that public figures must adhere to and the jury is always out.

The problem with a crisis of this magnitude is that you cannot genuinely apologize for how you feel. Modern crisis communications plans tend to incorporate some element of rehabilitation or retreat. But in a public inundated with Lindsay Lohans, Paula Deens and Chris Browns, is a bit skeptical of this new means of "fixing" a problem.

It's not genuine. It's not trustworthy. It's exhausting.

Deflecting blame to the leaker of the recordings doesn't make Sterling blameless; in fact, it makes him appear more blameworthy. To deflect is, arguably, to admit guilt. It inherently implies that Sterling should not have to take responsibility for his actions---because the revelation is the result of a betrayal.

The responsibility to the organizational stakeholders is to Sterling, not the leaker of the recordings. Brand valuation is about much more than dollars and cents; it encompasses trust and sense. People trust the leaders of organizations they support to make trustworthy decisions that make sense. Although there is no blameless, faultless mechanism, there are those that are accountable and responsible, while identifying interested parties as valuable.

This is where the brand failed. It is, perhaps, one of the greatest failings.

What do you think? Share your thoughts in the comments.