As change and chaos grips our politics, and business leaders try to find their footing, the desire to take bold action can be tempting. Activity is satisfying. It’s catharsis. It gives you a sense of control when things feel turbulent—“at least we’re doing something.” Big actions also produce a flurry of deliverables that help calm anxious principals, outside groups and C-suite executives. Action is perceived as strength, inaction as weakness.
In moments like these, however, that kind of thinking can be illusory—and seeking that sense of calm or catharsis for its own sake can lead to ill-advised short-term decision-making with long-term consequences for your brand.
It can also completely sabotage you in a crisis. Through years of tough battles on Capitol Hill and the campaign trail, I've found that what wins in the most challenging moments is the ability to tune out irrelevant noise, pick moments of engagement in alignment with your long-term goals and focus relentlessly on the things you know matter to the constituencies you most need to persuade.
In other words, in today’s frenetic cultural and political environment: it’s time to pick up the scalpel and put down the sword.
Perfect the Fundamentals—Especially During Times of Upheaval
Smart companies recognize, like sports teams, that perfecting the fundamentals is how you win. From consistent stakeholder communication to creative digital content to competent media relations, it’s the day-in-day-out hard work and consistency that ultimately builds your brand and your loyalty with consumers.
In moments of upheaval, however, crisis planning ramps up and the C-suite’s focus can easily get diverted from executing on the basics. That can be a big mistake. When things feel out of control, you have to focus aggressively on controlling what you can. It’s the key to winning the long game, and ironically it’s one of the best ways to prepare for and push through a crisis you can’t see coming.
For example, let’s say an unexpected, controversial executive order is announced that is related to your industry. It sets off a sense of panic internally even though it doesn't directly affect your business. Some of your consumers like it, others hate it. It divides your C-suite and your employees.
Some advisors suggest a short statement of tacit approval. Others want a statement of outright condemnation, and these voices are much louder. Both options would put your company at the center of a major national story that, at present, you’re not part of. You watch one competitor blurt out an ill-conceived post on X while another puts their CEO on TV for an aggressive interview. Both seem to go over poorly, but something about their activity looks like strength. Internal panic and frustration continues to fester. You're not sure what to do.
Resist the Urge to Swing
While joining your competitors in the fray might feel like the best way to solve your problem, this is not your moment, and the loudest voices aren’t necessarily correct. In this case, your internal divisions are deep. Public opinion is divided. Your business is not directly impacted. And nothing you say or do will change the outcome. Doing the wrong thing, however, could inflame the situation. While saying no is often ten times harder than saying yes, in a crisis, it can be 100 times more important. And you should pick your targets, not have them picked for you.
Make Decisions From a Position of Strength, Not Fear
Luckily, you can make this decision from a position of strength, not fear, because your brand—and reputational firewall—is strong. You have focused on the fundamentals that others have ignored so your consumers trust you and won’t write you off, even if they disagree with this particular decision.
Get Right Back to It
The next day, you wake up, get confidently back on offense and stay focused on your goals as the critics chirp. Rinse and repeat for the foreseeable future. The next crisis might affect your business directly.
Annie Clark is a Senior Vice President at ROKK Solutions and was the Communications Director for Senator Susan Collins (R-ME) and the Senate Appropriations Committee.