How Empathy Can Save Your Reputation During a Crisis

By Marandela Netshifulani

 Recently, I completed a miniseries titled “The Fake Sheikh,” a documentary that delves into the tactics of a tabloid journalist from the UK press. Infamous for his captivating exposes on prominent figures, his relentless pursuit of increasingly sensational stories piqued my interest in the reputation of the UK press. This curiosity arose particularly in light of recent scrutiny surrounding the documented mistreatment and harassment of Meghan Markle. Moreover, the recent controversy surrounding a doctored image of members of the royal family, along with the subsequent issuance of a “kill order”, has raised doubts about the levels of verification and the processes involved in determining the newsworthiness and accuracy of a story.

The influence of the press and its judgment of what is noteworthy on culture, feelings, customs, and identity—individual, societal, and consequently national—cannot be disputed. In the realm of crisis communication, empathy emerges as a potent tool capable of bridging gaps, restoring trust, and navigating even the most turbulent waters.

Empathy, often described as the ability to understand and share the feelings of others, serves as the cornerstone of effective crisis communication. In times of turmoil, stakeholders crave reassurance, understanding, and a sense of connection. By embracing empathy, organisations demonstrate a willingness to listen, acknowledge concerns, and offer genuine support, thereby fostering a climate of trust and transparency.

 As organisations grapple with unforeseen challenges, the ability to empathise becomes not just a virtue but a strategic imperative. We unravel the profound impact of empathy and distill actionable lessons for effective crisis communication.

Selling Sensationalism versus Empathy

Regrettably, sensationalism has become a significant selling point in the press, appealing more to the average viewer or reader than a heart-wrenching story. A study conducted in 2007, describes sensationalism as “the presence of news features that provoke emotional responses and physiological stimulation or arousal among the members of the audience.”

Despite their disdain for tabloids, the general public does trust tabloids as a genuine source of information about the rich and famous, and in this case, the monarchy.

The recent turmoil within the British monarchy provides a poignant backdrop to explore the transformative power of empathy in crisis communication. Amidst unprecedented challenges and public scrutiny, the response of key stakeholders, particularly in the royal family and associated institutions, underscored the significance of empathy in preserving reputation and credibility. 

One notable example is the stark contrast in public perception between the British tabloids' treatment of Princess Diana and Meghan Markle. In the case of Princess Diana, the relentless intrusion into her private life, coupled with sensationalist reporting, epitomised a failure in journalistic ethics and empathy. 

In contrast, the experience of Meghan Markle illustrates the evolving landscape of crisis communication and the imperative of empathy in mitigating “reputational damage”. By candidly addressing concerns, acknowledging the impact of negative publicity, and advocating for mental health awareness, they effectively reframed the narrative and garnered public support.

 Crises past for organisations present 

History has proven, time and again, the great error, of undermining the intelligence of its audience. The power to redefine and recreate a country’s image is within an opposing comment or idea that guarantees the ability to refute what is written or challenge it completely. This is evidenced by the recent “kill order” issued by several international picture agencies relating to the most recent crisis in the monarchy: the whereabouts of Kate Middleton.

Prioritising authenticity over image is paramount in crisis communication, as genuine empathy should precede superficial gestures. Organisations must demonstrate a sincere commitment to understanding and addressing stakeholders’ concerns, as exemplified by the recent racial incident involving a CemAir flight attendant and customer. Despite video footage capturing the incident in real-time, CemAir’s statement contradicted what thousands witnessed, showing no regret towards the victim, offering no recompense, and lacking any intent to implement internal reforms to prevent future incidents.

Proactive engagement with stakeholders is essential, as waiting for a crisis to unfold is not an option. By actively listening to stakeholders and maintaining open channels of communication, organisations can preemptively identify and mitigate potential issues before they escalate. 

Humanising the narrative is crucial, as behind every crisis lies a human story. By empathising with the affected stakeholders, organisations can foster empathy among stakeholders and strengthen bonds whilst facilitating resolution. This shift underscores an organisation's focus on stakeholders, not just the bottom line.

Learning from history is imperative, as organisations must reflect on past failings, to inform their crisis communication strategies and avoid similar mistakes.

In conclusion, empathy plays a pivotal role in crisis communication, guiding organisations through challenges with understanding and resilience. Since 2010, the Newmark Group has assisted brands in building robust stakeholder relationships by infusing empathy into crisis messaging, yielding consistent results, particularly during crises. By prioritising empathy and leveraging real-world insights, the Newmark Group empowers organisations to emerge from crises stronger and more empathetic to their stakeholders.