Three Ways To Bounce Back After A Scandal

Some businesses are fortunate enough to get by without scandals spilling over into the public sphere. They are dealt with swiftly and measures put in place to ensure there is no reoccurrence. However, some are not fortunate enough and have to deal with backlash and at worst, lawsuits or catastrophic injury. Should your company find itself in this predicament, consider the following means to mitigate and eventually bounce back with new vigor.

Firing staff should not be your first instinct

In some cases, changing managers or employees ought not to be the first course of action. At the most, suspension ought to be what gets done, but primarily to pave the way from an investigation. As the extent of the scandal sets in and the core troublemakers identified, knowing who to let go is done professionally rather than being emotive. Using this approach ensures that everyone related to the initial problem leave, paving away for new hires and a new way of doing things. Equally, it keeps in people who can problem-solve to lead the company to a new dawn.

Ensure the baby is not in the bath water

When there is a breakdown in the company, there is a basic instinct to do everything differently. However, there are working aspects within the operating systems and even culture that ought to remain. The basic approach ought to be only fixing what is broken. It leaves the company with a foundation of good things to work on. The same applies to the person in charge, the CEO or other top-level managers. If they have had significant wins in the company, offering them a chance at redeeming themselves is best. They are after all more versed with the internal workings and have a more explicit indication of what needs fixing.

Keep communication lines open and remain transparent

Whether the problem is only internal or has moved to the public, it is vital to stay transparent about the problem by communicating with all parties. Silence is often an indicator that there is an attempt to sweep issued under the rug, something any business should avoid as it is detrimental to the credibility. Keeping communication lines open is not limited to information from the top down. It requires allowing, where appropriate, investigators, auditors or even the police to come in and take action. Do not be afraid to turn in into what feels like a fanfare- it shows commitment to change, even when it is uncomfortable.

Conclusion

Changes within the structure ought to be mindful. Being reactive does more harm; have mechanisms in place that you can follow as required. It takes away from the pressure that the company will likely be experiencing after a scandal.

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