Lesson One in Crisis Comms: Humanity Goes a Long Way

The fires in Los Angeles have been on the minds and hearts of everyone here at Songue PR. The devastation and loss experienced by so many in such a short period—including our friends and colleagues—is difficult to grasp, and the enormity of the crisis is still being assessed.

In the 24 hour news cycle with which we live, crises of this nature take on a life of their own, spinning wildly from stories focused on the immediate—everything from current conditions, to human interest stories, to political infighting—to more in-depth topics around resource management, the effects of climate change, displacement of communities and cultures, and more. As these stories spin out, smaller ‘crises’ are heaped on the main crisis event.

Such has been the case for Los Angeles Mayor Karen Bass, who has been caught up in a whirlwind of crisis management, much of which has been made worse by how she’s handled it. While there are arguments to be made about her choices to travel abroad, her delay in returning to LA, and her decision to cut funding to fire departments, the purpose of this blog is to focus on the absolute misstep the mayor took when arriving home from her international trip abroad amid the crisis.

Stopped by Sky News reporter David Blevins on the jetbridge of the aircraft, Mayor Bass was asked multiple questions about her decision to stay away during the height of the fires, her decision to cut budgets to the fire department, and if she had anything specific to say to the Angelenos that she represents. Instead of using this opportunity to reframe the narrative that had been swirling about her absence, she instead chose to remain silent and ignore every question posed.

I’ve been in PR for a long time. And I know some of the decisions that go into moments like these. I know that for every communications professional recommending a transparent, open discussion with the media and, by extension, her constituents, there are any number of additional voices insisting she stay focused on her core role, allow other departments to speak to the public, that a jetbridge is not the place to engage a reporter’s questions, and that she needs to be prepared by a team before making off-the-cuff remarks.

However, the video footage that has now gone viral did its damage and then some. Whether she intended to or not, Mayor Bass presented as uninformed, uncaring and grossly out of touch. Short of blaming Angelenos for what happened or expressing utter disdain for their suffering, she could not have done much worse by choosing to say nothing at all.

I don’t know Mayor Bass and I do not live in Los Angeles. I am not here to criticize her governing. Instead, I want to offer important advice as to how she could have handled that unexpected situation and began to put a more positive spin on the criticisms that have plagued her every decision since the fires started.

‍Show compassion 

Lesson one in crisis communications: humanity matters. Before anyone will ever listen to a word you have to say, they want to know they are heard and understood. They want to believe you have empathy for their frustrations or current situation, and that you recognize their position or point of view. Mayor Bass should have responded to Mr. Blevins’ questions by first expressing solace at the devastation that has befallen the Los Angeles area, and her deep concern for the safety and well-being of her constituents. 

‍Focus the narrative 

Would Mr. Blevins have continued with some of the harder questions about her decision to go to Ghana and her reasoning for cutting fire budgets? Absolutely, if he was doing his job as a reporter. At that point, Mayor Bass could have said that her focus right now is on helping the community get through the immediate crisis and then begin the long process of rebuilding. She could have deflected the questions focused on her own behavior and asked that the spotlight remain on the firefighters, first responders and citizens of Los Angeles. She could have said she would answer those questions at a later date, but for now, her attention is centered on her constituents. 

‍Bridge to your key points

And more than just evading the hard questions, Mayor Bass could have taken control of the interview by pivoting to what matters most to Angelenos at this time: fighting for and delivering the resources necessary to help them stay safe and rebuild. She had a golden opportunity to put active verbs in her sentences and demonstrate how much effort was already being put toward taking care of the citizens she’s been elected to serve. She could have taken a moment to remind the media, through this one reporter, about the many uplifting ways that Angelenos are stepping up and helping each other out. She could have pointed to any number of acts of bravery and heroism. Reflecting light back on the people and topics that matter most isn’t merely an act of self-preservation. It is the role of a leader.

It may seem easy to armchair quarterback a crisis moment after it’s happened, but the truth is that smart companies (and smart leaders) prepare themselves with the necessary training, skills and team to be ready to effectively manage a crisis and maintain public faith and support. While PR can’t stop crises from happening, we absolutely can give our leaders the tools necessary to demonstrate courage in difficult moments, show humanity, and build bridges that will help their organizations weather crises and come out stronger than before.