Thinking about crisis in high visibility moments.
A CEO reaches for a souvenir at a tennis match and snatches the hat from a kid. It’s quick, but someone captures it on video. Within hours it’s everywhere.
What seemed minor in real time suddenly becomes a reputational issue, replayed and picked apart online. Smartphones have erased the boundary between private and public moments, which means anybody’s misstep could be turned into a viral headline.
“There is technically no off the record anymore. You’re in public,” said Ron Berkowitz, founder and CEO of Berk Communications. “There are cameras everywhere. Everything is captured.”
Berkowitz said he reminds his clients of this all the time, whether they’re athletes, CEOs or high-profile leaders. Any moment can be recorded and shared.
“It really comes down to awareness and response,” he said.
Awareness is the first line of defense
When it comes to prevention, Berkowitz said awareness is often taken too lightly.
“This is the most critical thing. You have to be extremely, extremely smart and aware of your surroundings,” he said.
Public figures need to be aware of their body language, tone and actions. They also need to be aware of who’s around them.
For example, Piotr Szczerek, a Polish CEO, went viral for taking an autographed hat from a tennis player that was meant for a young fan standing next to him. It was recorded and received tons of backlash online.
“It looked selfish and unaware on camera,” Berkowitz said. “He probably wasn’t thinking in the moment. He could have immediately corrected it and given the hat to the kid.”
Instead, Szczerek was seen smiling and showing off the autographed piece to his friends in the stand as the child stood by with a noticeable look of disappointment. Szczerek later apologized to the young fan, but his reputation took a hit.
The incident shows the need to reinforce situational awareness as a core competency, Berkowitz said.
Train clients to pause before reacting, especially in emotionally charged environments. Think about how actions and comments could be viewed, rather than what the intentions behind them are, he said.
Prep for the moment, even if you don’t know what it is
While it’s impossible to plan every scenario, Berkowitz says agencies have a responsibility to prepare clients for likely interactions.
“A lot of it is about what you say, how you speak…we do try and brief them before (a major event),” he said. “We tell them, ‘there might be reporters there. They might ask you this’. We give them talking points but not scripted responses.”
This kind of briefing helps clients anticipate pressure points without over-rehearsing. At the same time, Berkowitz acknowledged the limits of control.
“Our clients are adults. I’m really not their parent. We hope they’ll use their training and best judgment, but I can’t control them.”
To help them prep, conduct pre-event briefings that cover likely questions, sensitive topics and behavioral guardrails. Avoid over-scripting, he said. Focus more on principles rather than specific statements.
Align behavior with personal brand
It’s also important to tailor preparation for each individual leader based on risk and past behavior. Not everyone will require the same coaching, he said.
Behavior perceived as fun for one person could be damaging for another, he said. A lighthearted, high-energy personality might get away with more antics than a more reserved CEO.
“It depends on perceptions that people already have of you as well as your brand,” he said.
Berkowitz pointed to former NFL player turned podcaster Jason Kelce. During games, he’s seen throwing back drinks, cussing loudly and sometimes taking his shirt off.
“But his fans and listeners love this about him,” Berkowitz said. “He can easily do these things because it’s seen as on brand and fun.”
PR pros can help define clear behavioral boundaries based on what you know about the person or company. Pressure-test scenarios and weigh the outcomes. Is it OK to be seen drinking? Is it OK to be boisterous or loud?
“Stress consistency,” he said. “Actions should align with how the client wants to be perceived.”
When something goes wrong, act fast and be real
Even with preparation, things happen. During major events, this isn’t always in your control. But don’t shy away from acknowledging mistakes, he said.
“You gotta own it. Own it, apologize and turn the page forward,” Berkowitz said. “The issue that most people have is when someone’s not authentic.”
Being genuine is non-negotiable, he said. If a response feels manufactured, it will fail, regardless of how nicely worded it is.
He also said fixing a situation should go beyond words. Making amends in a tangible way can help rebuild trust, he said.
In the case of Szczerek, he made amends in the days after the U.S. Open by returning the autographed hat and personally apologizing to the fan, writing on Facebook that he takes “full responsibility.”
Leaders must respond quickly and avoid defensiveness after a misstep to protect reputation. Ensure tone shows sincerity because forced messaging erodes credibility, Berkowitz said.
“Apologies should come with visible corrective action every time,” he said.
Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at courtneyb@ragan.com.
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