Media Reputational Crisis: How to Act in the First 24 Hours
It's 7:15 in the morning. Your phone rings. It's your head of communications: "We have a problem. A national newspaper has just published a very negative article about us. Three online outlets are already picking it up and it's starting to circulate on social media." Your heart starts racing. What do you do in the next 60 minutes? The answer to that question will determine whether this is an incident you handle in days or a crisis that scars your company for years.
I've gotten that call dozens of times over my career. At 7 in the morning, at 11 at night, on a Sunday in August. Media crises don't give warning, don't wait and don't forgive improvisation. But they do have a narrow, specific window of opportunity in which your actions can make an enormous difference.
The 24-hour window
89% of media crises that get complicated and escalate do so because of mistakes made in the first 24 hours. Not because of how serious the original problem was, but because of how the response was handled. What you do on that first day determines 80% of the final outcome. This article is your operations manual for those critical 24 hours.
1. The first few hours: why they are decisive
When a negative story about your company appears in the media, it sets off a mechanism that works like a snowball. Every minute that goes by without a response, the snowball gets bigger. And there's a point, usually between 4 and 8 hours in, after which you lose control of the narrative entirely.
1.1. Anatomy of a media crisis
Hour 0: Publication
An outlet publishes the story. It could be a national newspaper, a trade publication or an investigative site. At this point, few people have seen it.
Hours 1-3: Replication
Other outlets pick up the story, citing the original. Search engines start indexing it. Social media starts amplifying it.
Hours 3-8: Amplification
The story goes viral on social media. Commentators and accounts with large followings join in. Interview requests from other outlets start coming in.
Hours 8-24: Crystallization
The narrative solidifies. Google is already showing the story near the top of the results. Broadcast media (TV, radio) join the cycle.
This pattern repeats with almost mechanical consistency. I've seen it in crises at multinationals and at small local businesses. The difference isn't the size of the company, but the speed and quality of the response.
The most common mistake: waiting until you have all the information
70% of companies that mishandle a media crisis do so because they decide to "wait until we have all the facts" before communicating. While they wait, others fill the information vacuum with speculation, opinions and self-serving versions. You don't need all the information to communicate. You need to communicate that you're aware of the situation, that you care and that you're looking into it.
2. Hour-by-hour action protocol
This is the protocol I implement with my clients. It isn't theoretical: it has been tested in real crises with measurable results. Adapt it to the size of your organization, but respect the timelines.
2.1. Hours 0-1: Detection and activation
- Confirm the publication
Verify that the story exists, which outlet published it, how far it reaches and whether other outlets are already picking it up. Take time- and date-stamped screenshots of everything. - Activate the crisis committee
Call (don't email) the members of the crisis committee: CEO, head of communications, legal counsel, outside reputation advisor. Meet immediately, in person or by video call. - Assess the severity
Rate the crisis on a scale of 1 to 5. Is it a factual error? A serious allegation? Are there legal implications? Are people affected? The severity determines the level of response. - Appoint a single spokesperson
Only one person talks to the media. Everyone else redirects calls to that person. Two spokespeople with slightly different messages are worse than no spokesperson at all.
2.2. Hours 1-2: Preparing the response
- Draft the first statement
Short, clear, empathetic. Acknowledge the situation, express concern, say that you're investigating and commit to providing fuller information in the coming hours. 200 words maximum. - Legal review of the statement
The lawyer reviews the text but does NOT write it. A statement written by a lawyer sounds cold, distant and guilty. The lawyer sets the boundaries; communications chooses the words. - Prepare an internal Q&A
A document with the 20 most predictable questions and their approved answers. This document is the spokesperson's bible: they can't say anything that isn't in it. - Lock down internal communication channels
Tell employees not to talk to the media or post anything on social media about the issue. Provide an internal message explaining the situation and the action plan.
2.3. Hours 2-4: First public response
- Issue the statement
Send it to the outlets that published the story and post it on the corporate website and social media. If the original outlet asked for comment before publishing and you didn't respond, now is the time to contact them directly. - Direct contact with key journalists
Call (don't email) the journalists who can most influence coverage. Offer first-hand information, exclusive access to data or an interview with the spokesperson. - Real-time monitoring
Turn on continuous monitoring of media, social networks and forums. You need to know in real time how coverage is evolving, who is weighing in and which narrative is taking hold.
2.4. Hours 4-12: Active management
| Action | Owner | Goal |
|---|---|---|
| Second round of communications | Head of Communications | Expand on information as new data becomes available |
| Responding to interview requests | Designated spokesperson | Present your side of the story in the most relevant outlets |
| Social media management | Social media team | Respond to key comments, don't feed the trolls |
| Stakeholder communication | CEO | Direct calls to key customers, investors, partners |
| Impact analysis | Reputation advisor | Measure reach, sentiment and trend of coverage |
2.5. Hours 12-24: Consolidation
- Assess whether the initial statement was enough or whether a second, more detailed statement is needed
- Consider whether a press conference or an exclusive interview is necessary
- Prepare the communication plan for the next day: the second media wave
- Document everything: every communication sent, every call made, every piece of coverage detected
- Crisis committee meeting to review the first 24 hours and adjust the strategy
The protocol works when it's practiced
I've seen companies execute this protocol in under 90 minutes and contain a crisis that could have lasted weeks. I've also seen companies with a documented but never-rehearsed protocol take 8 hours to issue a first statement. The difference isn't having the plan; it's having rehearsed it. I recommend a full drill every 6 months.
3. How to write an effective crisis statement
The crisis statement is probably the hardest document to write in all of corporate communications. Every word counts, every nuance matters, and a single misstep in tone can multiply the damage. Having written hundreds of crisis statements, these are the rules I never break:
3.1. Structure of a crisis statement
- Empathetic opening (1-2 sentences)
Acknowledge the situation and show genuine concern. "We are aware of [the situation]. We understand the concern this raises and we want to be transparent." - Known facts (2-3 sentences)
State what you know to be true and verifiable. Don't speculate. If you don't have all the information, say so: "We are looking into the facts and will share more information as soon as we have it." - Actions taken (2-3 sentences)
What you are doing right now to resolve the situation. Concrete actions, not vague promises. "We have activated our [X] protocol, we have contacted [Y] and we are implementing [Z]." - Forward-looking commitment (1-2 sentences)
What happens next. When you'll provide more information. "We will provide an update by [time]. In the meantime, we are available at [contact]."
What a crisis statement should NEVER contain
Blaming others (even if they are to blame, now is not the time) • Downplaying the problem ("it's a minor incident") • Excessive legalese ("without prejudice to our right to...") • Promises you can't keep • Attacks on the outlet that published the story • Unverified information
3.2. Example of a well-written vs. poorly written statement
| Element | Poor statement | Good statement |
|---|---|---|
| Opening | "With regard to the reports published, which we consider inaccurate..." | "We are aware of the information published today and we understand the concern it raises." |
| Facts | "We categorically deny the allegations made against our company." | "We are reviewing the facts described in order to provide a complete and accurate response." |
| Actions | "Our legal department is considering appropriate action." | "We have launched an internal investigation and contacted the affected parties." |
| Closing | "We reserve the right to take legal action." | "We will provide more details by 6:00 p.m. We can be reached at press@company.com." |
The mirror test
Before sending any crisis statement, run this test: read it out loud imagining you're the affected customer, employee or member of the public. Does it sound human or corporate? Does it inspire trust or mistrust? Do you feel the company cares, or that it's defending itself? If it doesn't pass the mirror test, rewrite it.
3.3. Adapting it by channel
The core statement is adapted to each distribution channel:
Formal press release
Full version with all the elements. Standard press release format. Sent directly to the media and published in the website's newsroom.
Corporate website
The statement on a dedicated page, accessible from the homepage. Include the date, time and signature. Update it as new information becomes available without deleting previous versions.
Social media
A condensed version (2-3 sentences) with a link to the full statement on the website. A warmer tone, but just as precise. A single post, not an endless thread.
Email to stakeholders
A personalized version for customers, investors or partners. More detailed, with a direct contact channel for questions. Send it before they hear about it from the media.
4. Handling journalists during the crisis
Journalists are not your enemy. I'll say it again: journalists are not your enemy. They're professionals doing their job, and how you treat them during a crisis will largely determine how your company is portrayed. I've seen companies turn hostile journalists into allies, and companies turn neutral journalists into enemies. It all comes down to how you handle it.
4.1. Ground rules for dealing with journalists in a crisis
Always respond
Never leave a journalist without an answer. If you can't provide information, say so: "We're looking into it and will respond by [time]." Silence is interpreted as "no comment," and it always hurts you.
Meet your deadlines
If you say you'll provide information at 6:00 p.m., deliver. Journalists have deadlines. If you miss yours, they'll publish without your side of the story. And next time they won't call you before publishing.
Never lie
A lie to a journalist is a ticking time bomb. When it comes out (and it will), the crisis will multiply exponentially and you'll lose all future credibility.
Don't make threats
Threatening lawsuits or pulling advertising is the fastest route to even more aggressive coverage. Journalists respond to threats with more digging, not less.
4.2. Types of journalists and how to handle them
| Type | Behavior | Strategy |
|---|---|---|
| News reporter | Looks for facts, data, different sides. Professional and objective. | Give them verifiable facts, concrete data and access to the spokesperson. They'll be fair if you give them material. |
| Investigative journalist | Has been working on the story for weeks. Has more information than you think. | Don't underestimate what they know. Ask what information they have before denying anything. Cooperate as far as possible. |
| Opinion writer | Already has a thesis. Looking for confirmation, not information. | Provide data that adds nuance to their thesis. Don't confront them directly; offer an alternative perspective backed by facts. |
| Breaking news reporter | In a hurry, needs a quick headline. | Give them a clear, concise statement they can use as a quote. If you don't give them material, they'll come up with the headline themselves. |
In 15 years of crisis management, the best outcomes have always involved a respectful, professional relationship with journalists. The worst mistake a company in crisis can make is to treat the press as the enemy. They are the channel through which your side of the story can reach the public. If you shut the door on them, they'll tell the story without you.
4.3. The heads-up call: when you know something is about to be published
Sometimes you're lucky enough that a journalist calls you before publishing to ask for comment. That moment is pure gold if you handle it well:
- Don't panic. Thank them for the call and ask for time to prepare a formal response
- Ask what information they have and from what sources. Don't confirm or deny anything on that first call
- Agree on a reasonable deadline to respond: 2-4 hours. Meet that deadline
- Use that time to activate the crisis committee and prepare the statement
- When you respond, do so with a written statement the journalist can quote verbatim
- If the journalist's information is incorrect, provide the correct facts with evidence
Has a media outlet just published a negative story about your company?
Every minute counts. Our media crisis management team is available 24/7. Call us now and you'll have a professional response plan in less than an hour.
Activate the crisis protocol now5. The crisis press conference: when, how and why
The crisis press conference is the most powerful and most dangerous communication tool in the corporate arsenal. Done well, it can change the narrative of a crisis in an hour. Done badly, it can become the moment that defines a company's downfall.
5.1. When should you call a press conference?
Call one when...
The crisis affects many people, multiple outlets are asking for information at the same time, you need to deliver a single message to everyone, or the seriousness of the situation requires the leader to face the public personally.
Don't call one when...
You have no new information to share, you don't have answers to the predictable questions, the crisis is minor and a press release is enough, or you don't have a spokesperson ready for hostile questions.
5.2. Preparing for the press conference
- Define the key messages (3 maximum)
What three ideas do you want every journalist to walk away with? Everything you say should revolve around those three messages. If you can't define them clearly, you're not ready for the press conference. - Prepare an exhaustive Q&A
List the 30-40 toughest questions journalists could ask. For each one, prepare an approved answer. The spokesperson should know this document by heart. - Rehearse with hostile questions
Run a mock press conference with someone playing an aggressive journalist. Record the rehearsal and analyze the weak points. Repeat until the spokesperson is comfortable with the worst questions. - Flawless logistics
Room set up, sound checked, supporting materials available, the spokesperson's name and title clearly visible, and a time that gives the media enough time to get there. Logistical glitches create an impression of improvisation. - Set the length and the ground rules
A crisis press conference shouldn't last more than 30-40 minutes. An opening statement of 5-7 minutes, then questions. Announce in advance how many rounds of questions there will be.
The moment that defines everything: the first question
The first question at a press conference is almost always the most direct and the most difficult. The most experienced journalist in the room will ask it. Your answer to that first question sets the tone for the entire press conference. If you answer it with confidence, empathy and clarity, the rest flows. If you hesitate, get defensive or dodge it, the next 30 minutes will be an ordeal.
6. Monitoring media coverage
You can't manage what you don't measure. Real-time monitoring of media coverage is just as essential during a crisis as the statement itself. You need to know what's being said, where, by whom and how the conversation is evolving minute by minute.
6.1. Key metrics during the crisis
6.2. Monitoring system during a crisis
| Channel | Tools | Review frequency |
|---|---|---|
| Digital media | Google Alerts (real time), Mention, Meltwater | Every 30 minutes during the first 24h |
| Social media | Brandwatch, Hootsuite, Talkwalker | Continuous during the first 12h |
| TV and radio | Kantar Media, manual tracking of newscasts | Every major newscast |
| Print press | Early-morning press summaries, Mynews | First thing in the morning |
| Forums and communities | Manual monitoring + specific alerts | Every 2-3 hours |
6.3. The situation report: a key tool
Every 4 hours during the active crisis, the monitoring team should produce a situation report that includes:
- Total number of mentions in the period
- The most relevant outlets that have published
- Sentiment trend (improving / stable / worsening)
- New messages or arguments that are emerging
- Influential people who have joined the conversation
- Effectiveness of the statement: are outlets using our statements?
- Recommendation: maintain the current strategy or adjust
The media attention curve
Every media crisis follows a predictable curve: a rapid rise in the first 6-12 hours, a peak between 12 and 24 hours, a 24-48 hour plateau if there are new developments, and a gradual decline from day three onward if there's no new fuel. Your goal is not to provide new fuel and to speed up the decline with positive actions.
7. Fatal mistakes that make a media crisis worse
I've seen companies turn a minor incident into an existential crisis by making avoidable mistakes in the first few hours. These are the most frequent and the most destructive:
"No comment"
Saying "no comment" is the most damaging thing you can do. The public automatically translates it as "we're guilty and we don't want to talk about it." There's always something to say, even if it's just "we're looking into it."
Threatening lawsuits
Threatening the outlet with legal action as your first response is a guaranteed Streisand effect. It generates more coverage and more interest, and positions your company as the one with something to hide.
Attacking the journalist
Questioning the journalist's professionalism, accusing them of bias or trying to discredit them. Journalists stick together, and your attack will become a second story.
Prolonged silence
Not responding for hours, hoping it will "blow over." While you stay quiet, others speak for you. And their version will be less favorable than yours.
Contradictory messages
The CEO says one thing, the head of communications says another, and an employee posts something different on LinkedIn. Inconsistency destroys credibility faster than any accusation.
Downplaying the problem
"It's a minor issue," "it's not important," "it's being taken out of context." If it were minor, you wouldn't be in the news. Downplaying offends those affected and makes journalists dig deeper.
The unrecoverable mistake: lying
If there's one mistake a company never recovers from in a media crisis, it's lying. Lying to the media, deliberately withholding information or denying provable facts. When the lie comes out (and it always does), the original crisis becomes a double crisis: the initial problem plus a total loss of credibility. I've seen companies survive extremely serious scandals. I have never seen a company survive an exposed lie unscathed.
8. The golden rule: transparency, speed and empathy
After managing media crises of every kind and size, I can boil the whole discipline down to three principles that never fail. I call them the golden rule of crisis communication, and if you apply them correctly, you'll weather any media storm.
Transparency
Say what you know, acknowledge what you don't, and commit to providing information when you know more. Transparency doesn't mean telling everything: it means not lying and not deliberately concealing. The public forgives mistakes; it doesn't forgive deception.
Speed
Respond before others fill the vacuum. Speed doesn't mean recklessness: it means being prepared enough to act quickly and precisely. The first 2 hours are the difference between controlling the narrative and chasing it.
Empathy
Talk like a person, not a corporation. Acknowledge the impact on those affected. Show that you genuinely care. Empathy disarms hostility and turns critics into people willing to hear your side of the story.
8.1. Transparency in practice
| Situation | NON-transparent response | Transparent response |
|---|---|---|
| You don't have all the information | "We can't comment at this time." | "We don't have all the facts yet. We're looking into it and will share what we know by 6 p.m." |
| The mistake was your company's | "The circumstances were exceptional." | "We made a mistake. We take responsibility, and these are the measures we're taking." |
| There are legal implications | "Our lawyers have advised us not to make any statements." | "There are legal considerations that limit what we can say, but we want to be clear about the following: [facts you can share]." |
8.2. Speed without recklessness
Speed in a crisis isn't talking without thinking. It's having the systems and preparation that let you think and speak quickly at the same time.
- Pre-drafted statement templates for the 5 most likely scenarios
- A streamlined approval chain: no more than 3 people should need to approve the statement
- A spokesperson trained in advance who doesn't need hours of preparation
- A generic Q&A updated quarterly with answers to predictable questions
- A direct line of communication to the CEO that works 24/7
Speed without preparation is recklessness. Preparation without speed is irrelevance. The art of crisis communication lies in combining the two: being so well prepared that you can act quickly and precisely when every minute counts.
9. Post-crisis strategy to take back the narrative
The first 24 hours are for containing the fire. But the real battle is won in the weeks that follow, when you need to rebuild the narrative and displace the negative story with content that reflects who your company really is.
9.1. Media recovery plan (weeks 1-4)
- Week 1: Active silence
Don't disappear, but don't seek the spotlight either. Deliver on the commitments you made during the crisis. If you promised an investigation, announce the results. If you promised changes, start implementing them visibly. - Week 2: First positive signals
Publish the first positive news: findings of the internal investigation, corrective measures implemented, commitments to those affected. Use friendly or trade outlets that are willing to publish your perspective. - Week 3: Reclaiming the narrative
Pitch in-depth interviews where the spokesperson can explain the full context. Publish your own content (corporate blog, the CEO's LinkedIn) that showcases the company's values and actions. - Week 4: Back to normal
Resume regular corporate communications. Generate business news (deals, results, innovations) that gradually displaces crisis coverage in search results.
9.2. Managing the digital legacy
The negative story will keep showing up on Google for months. A digital recovery strategy is essential:
Crisis SEO
Create and rank positive content that pushes negative stories out of the top search results. Articles, statements, interviews, content in high-authority outlets.
Earned media
Generate genuine positive media coverage: awards, achievements, innovations, social impact. Every positive story pushes the negative ones further down on Google.
Owned media
Corporate blog, social media, newsletter. High-value owned content that demonstrates with actions (not words) that the company has evolved.
Right to be forgotten
If the published information is inaccurate, outdated or violates fundamental rights, consider filing a removal request with Google or taking legal action against the outlet.
The recovery timeline
Fully restoring your Google rankings after a media crisis takes between 3 and 12 months, depending on how serious the crisis was and the authority of the outlets that published it. With an active strategy of generating positive content, the timeline shrinks significantly. Without a strategy, negative stories can dominate search results for years.
10. Differences by type of media outlet
Managing a crisis that appears in a national newspaper is not the same as managing one in an industry blog or on a TV show. Each type of outlet has its own rhythms, audiences and codes. Your strategy has to adapt.
| Type of outlet | Speed of impact | Cycle length | Specific strategy |
|---|---|---|---|
| National online press | Immediate | 2-5 days | Respond within the first 2h. High risk of being picked up by others. Top priority. |
| Television | Very high (mass audiences) | 1-3 days (but high emotional impact) | Prepare the spokesperson for camera. Images define the narrative. |
| Radio | High | 1-2 days | A spokesperson with strong verbal skills. With no visuals, the voice is everything. |
| Print press | Delayed (24-48h) | 1 day (but high institutional weight) | Time to prepare a response. Send detailed, documented information. |
| Online trade media | Medium | 3-7 days | An expert audience that demands depth. A technical, detailed response. |
| Social media / influencers | Immediate and viral | 1-3 days (but can flare up again) | Don't feed the trolls. Respond with facts. Activate your support network. |
10.1. Crises on television: the power of images
Television has a unique power to amplify a crisis: images. A sweating CEO dodging cameras does more damage than ten written articles. On the other hand, a calm, empathetic spokesperson on camera can change how an entire crisis is perceived.
What works on TV
Look at the camera, speak slowly, use short, clear sentences. Show empathy through body language. Sober, professional clothing. A neutral, tidy background.
What's destructive on TV
Dodging cameras, covering your face, running from reporters. Reading a statement without looking up. Inappropriate clothing. Visible nervousness, stammering, long silences.
10.2. Crises in digital media: the SEO battle
When a crisis starts in digital media, the problem outlasts the news cycle: the article stays indexed on Google indefinitely. Every time someone searches for your company's name, that story will show up.
Digital permanence
A negative article in a high-authority digital outlet (national newspapers, leading media) can stay on the first page of Google for 2-5 years if no active displacement strategy is put in place. At Élite Reputación, managing the post-crisis digital legacy is one of the areas where we deliver the most impact for our clients.
11. Essential tools and resources
To manage a media crisis effectively, you need specific tools ready before the crisis happens. When the phone won't stop ringing is not the time to be looking for vendors.
11.1. Media crisis kit
Crisis manual
A physical and digital document with protocols, contacts, statement templates, Q&A, designated spokespeople and chain of command. Up to date and accessible 24/7.
Monitoring tools
Active subscriptions to media and social media tracking tools. Alerts set up for the company name, executives and sensitive topics.
Media database
Up-to-date contact details for key journalists in your industry: phone, email, deadlines. Relationships cultivated before you need them.
Online newsroom
A section of the corporate website ready for publishing crisis statements quickly. Immediate access without depending on IT or slow publishing processes.
Network of outside advisors
A crisis communication agency, a lawyer who specializes in media law, a digital reputation advisor. Framework agreements signed before the crisis. Having a service already in place to coordinate your response to a reputational crisis with a specialized team keeps you from wasting the critical first hours searching for an emergency provider.
11.2. Ready-made templates
Having these templates drafted and approved before the crisis saves critical hours:
- A generic first-response statement (adaptable to any scenario)
- An email to employees explaining the situation and asking for discretion
- A message to key customers with a direct contact channel
- A short statement for social media (adaptable)
- A script for the spokesperson in case of an unexpected interview (3 key messages + bridges)
- A crisis close-out statement (once the situation is resolved)
The investment that pays for itself a thousand times over
Putting together a complete media crisis kit costs between €5,000 and €15,000. A poorly handled media crisis can cost millions in lost reputation, customers and value. I've seen companies with a crisis kit resolve in 48 hours what unprepared companies take weeks to deal with. It's the highest-return investment in all of corporate communications.
12. Conclusions
Media crises are inevitable for any company with a public profile. The question isn't whether it will happen to you, but when. And the difference between a crisis you handle in days and one that scars your company for years depends almost entirely on what you do in the first 24 hours.
The 7 truths of media crisis management:
- The first 2 hours determine 80% of the outcome. Don't waste them waiting
- Transparency, speed and empathy are the three non-negotiable pillars
- Journalists are not the enemy. Treat them as professionals and they'll cooperate
- One well-written statement is worth more than ten improvised remarks
- Real-time monitoring is as important as the response itself
- Mistakes made in the first few hours (silence, lies, threats) are almost impossible to undo
- Post-crisis recovery requires a specific strategy sustained over time
Your immediate action plan
If you don't have a documented media crisis protocol, a trained spokesperson and a ready-to-go toolkit, your company is exposed. Don't wait for the phone to ring with bad news. Get prepared now. Contact a crisis communication specialist, run a drill and make sure that when the moment comes, your team knows exactly what to do.
If you want to go deeper into corporate reputational crisis management, check out our complete guide to reputational crisis management for companies. And if you need help with a crisis on social media, read our article on social media crisis communication.
13. Frequently asked questions about media crises
Yes, you should always give some kind of response, even if it's just "we're looking into it and will respond in the next few hours." Total silence is interpreted as guilt. However, you don't have to grant every interview: prioritize the highest-impact outlets and offer a written statement to the rest.
Yes, you have a right of correction if the published information is objectively false. The usual procedure is to contact the outlet's editor-in-chief with a formal letter pointing out the factual errors and providing the correct information with evidence. Most reputable outlets will issue a correction. If they don't, you can exercise your right of correction through legal channels, although legal action should be a last resort.
Yes, but adapted to each platform's format. Don't copy and paste the entire press release. Post a short message (2-3 sentences) with a link to the full statement on your website. It's important for your side of the story to be available on every channel where the public might look for information.
Without intervention, a negative story in a high-authority outlet can stay on the first page of Google for 2 to 5 years. With an active reputation SEO strategy (generating positive content, publishing in leading outlets, optimizing your own digital properties), the timeline shrinks to 3-12 months. The sooner you start the displacement strategy, the faster you'll see results.
It depends on the type of crisis. In serious crises that affect people (accidents, health problems, ethical scandals), the CEO's absence is read as a lack of leadership and empathy. In operational or technical crises, the head of the affected area may be a more appropriate spokesperson. The general rule: the more serious the crisis, the more necessary it is for the person at the top to face the public.
Don't ignore the story just because it comes from a sensationalist outlet. Mainstream outlets often pick up stories that start in tabloids. Respond with a formal, professional statement that contrasts with the sensationalist tone. Don't play their game: the more professional your response, the more obvious the difference between your seriousness and their sensationalism.
You can request delisting if the information is false, outdated or violates your right to honor or data protection. Google evaluates each request individually under the right to be forgotten (GDPR in Europe). However, for recent, accurate news about matters of public interest, the chances of success are low. In those cases, an SEO displacement strategy is more effective.
Local presence when the crisis breaks
We work with teams who know the local media landscape in markets such as London, Los Angeles, Madrid and Málaga, as well as many other cities where we support companies through their most critical moments.
Every hour without a response multiplies the damage. Don't improvise.
Our media crisis management team has spent more than 15 years helping companies weather the worst news storms. Available 24/7, with an action plan in less than 2 hours.
Talk to a media crisis specialist