If there’s one thing the last few weeks in America have reminded me it’s that you can’t predict the future. I mention this because as a strategic communications consultant, I often plan ahead. But many of my clients are reeling at the moment from the recent Supreme Court Rulings. Many of us didn’t see them coming. Even those of us who did see them coming didn’t believe they would. This is a horrible time for many people. I’m thinking, in particular, of the 10-year-old girl in Ohio forced to travel to Indiana for a legal abortion. The story brings up emotions, for me, which I’ve learned are best kept off paper. I’m outraged and trying to compartmentalize my feelings to stay focused. I’m also a 42-year-old white guy. Speaking as such, I’m sorry to women in America. I wouldn’t blame you for believing it was hard to trust men. I understand more than ever why you would want to lead the country out of this mess.
I rewrote this post early this morning because last night, I made some predictions for the future. Based on the last few weeks I tried to project what might happen over the coming years. It made for bleak reading. One of my best yoga teachers gave me the advice to talk about your scars, but not “air your wounds”, when you’re teaching. It works well when I’m writing, too. I’m not in a place today where it would benefit me or you to share my feelings about what’s to come. Since I can’t predict the future, there’s always the possibility of positive surprise.
That said. This, it strikes me, is a time more fraught with risk in America than for some time. The wider world, too, feels more uncertain than I can remember it. I am often struck by humanity’s ability to overcome remarkable challenges. I have faith in us to come through the darkest of ages. But to do so, I also believe that it helps us to be conscious of the risks at hand. CEOs and leaders often rely on a Chief Operating Officer or Legal Director to manage risk. They rarely think of a communications person, no matter how senior, as doing so. Yet that’s a missed opportunity for those of us who help people communicate when the stakes are high.
One of the best communications people I know doesn’t even call himself that. He calls himself a strategist. I, too, am having more conversations with people who are seeking to manage such risk in what they’re saying. To do it, you have to think from a strategic point of view. You have an important goal and you want to land it. You’re concerned about the influence of public perception on your efforts. You want to triple check everything and be ready to withstand likely attacks. It can feel more like preparing for war than what you might describe as “marketing.”
Meanwhile, too many organizations have gone silent of late, rather than take a risk on saying the wrong thing. That’s a misstep. You should say something sooner rather than later. On big issues, the clock is also ticking to set the right tone for where you want to be in six months and a year. If you’re feeling the heat in this way, then now is a good time for us to talk.
I wish you the best. I’m also here for you to manage the worst.
