Maintaining Trust and Transparency in These Politically Charged Times
Deciding whether your brand should take a public stance is less about having an opinion and more about strategic alignment, credibility, and risk. A useful way to approach this is with a structured decision framework rather than instinct or pressure from the moment.
Here’s a clear, executive-ready way to determine whether—and how—to speak.
1. Start with mission, values, and business relevance
If the issue isn’t meaningfully connected to why you exist, pause.
Ask:
- Does this topic directly relate to our core mission or purpose?
- Does it affect our customers, employees, or communities in a material way?
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Would silence contradict our stated values or past commitments?
Green light: The issue clearly intersects with your reason for being
Red flag: The issue is trending but tangential
Rule of thumb: If you can’t explain the connection in one sentence, don’t speak.
2. Assess credibility and right-to-speak
Stake matters more than sentiment.
Ask:
- Do we have skin in the game (operations, policy exposure, workforce impact)?
- Have we taken real action on this issue before?
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Do we have expertise, data, or lived experience that adds value?
Green light: You are directly impacted or actively involved
Red flag: The statement would sound performative or opportunistic
Brands lose trust when they speak about issues they haven’t acted on.
3. Evaluate stakeholder expectations (not just public noise)
Focus on the audiences that matter most.
Map impact across:
- Employees (especially those most affected)
- Customers and partners
- Investors, regulators, or policymakers
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Local or global communities where you operate
Ask:
- Who expects us to speak—and who expects us not to?
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What are the consequences of silence for trust, morale, or reputation?
Green light: Key stakeholders expect clarity
Red flag: Only external social pressure is driving the moment
4. Define the business risk of speaking vs. not speaking
Silence is a choice—and it carries risk too.
Compare:
- Reputational risk of taking a stance
- Operational, regulatory, or cultural risk of staying silent
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Long-term brand trust implications (not short-term backlash)
Ask:
- Which choice aligns better with our long-term strategy?
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Can we sustain this position over time?
Green light: You can defend the stance consistently
Red flag: You’re reacting to a news cycle you won’t engage with again
5. Pressure-test authenticity and action
A statement without action is a liability.
Before speaking, confirm:
- What are we already doing—or committing to do?
- Are leaders and teams aligned internally?
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Can we answer “what are you doing about it?” credibly?
If the only output is words, reconsider.
6. Decide how to speak (not just whether)
Not all topics require a public-facing brand statement.
Options include:
- Internal communication to employees only
- Executive POV or values-based framing
- Policy-focused or impact-focused messaging
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Quiet action without a press release
Sometimes leadership is acting without amplifying.
A simple decision filter (quick check)
If you answer yes to at least three of these, speaking is likely appropriate:
- It ties directly to our mission or operations
- Our stakeholders expect clarity
- We have credibility and/or lived impact
- Silence would undermine trust
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We can back it up with action
Jane Keairns, APR, and Dawn Buzynski, APR
Ethics Chair, Delegates
