The dangers of Trump's contradictory messaging in a state of crisis
In a crisis, inconsistent and contradictory messaging is more than a communication problem, it is a leadership failure, writes Edward Segal
President Donald Trump’s messages about the war in Iran have been all over the map. He said the U.S. attacked the oil-rich Middle Eastern country as a defensive measure in response to decades of aggression; that the war is a campaign of liberation to help Iranians overthrow their government; that the war was won by the U.S. on the first day, but that $200 billion was needed to continue fighting the war weeks after he claimed it had already been “won.”
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Contradictory messaging can leave people unsure about what to believe about a crisis. When corporate and government leaders offer multiple explanations, they force audiences to choose between competing narratives, or worse, conclude that none of them are true. That uncertainty creates a vacuum that disinformation, misinformation, rumors, and speculation can quickly fill.
Inconsistent messages can signal indecision, internal disagreement, or a lack of coordination. Even when that is not the case, perceptions can become reality. Opponents, commentators, and adversaries can point to inconsistencies as evidence that leaders are unsure of their strategy or are not being fully transparent. In an international crisis such as the war in Iran, that can have real consequences for alliances, negotiations, and public support.
In a crisis, inconsistent and contradictory messaging is more than a communication problem. It is a leadership failure. What executives say, and how consistently they say it, can matter as much as the decisions that they make in a crisis.
Here’s how leaders can help ensure that their messaging during a disaster, scandal, or other emergency is consistent:
Have a strategy. When a corporate crisis strikes, executives need a plan for discussing the matter with employees, customers, and the public. Unless information about a crisis is shared in a careful, planned, and thoughtful way, company officials can create a public relations crisis on top of the operational one
Coordinate internally before saying anything publicly. Check with relevant advisors and departments such as HR, legal, operations, and marketing about what should be said about the situation. Also be aware of any potential risks or liabilities that could result from what is said, including apologies or statements that may be interpreted as admissions of responsibility. In short, do not wing it.
Be clear in what you say and how you say it. Make it as easy as possible for people to understand your message. Avoid jargon, buzzwords, and overly technical language. People should not have to consult a dictionary, Google, or AI to figure out what you mean. A good rule of thumb is to write and speak as if you are explaining the situation to a 12 year old.
Finally, make sure the same core information appears in communications to all audiences and stakeholders. Saying different things to different groups can raise questions about your motives and the accuracy of the information you are providing. Consistent messaging reinforces itself and makes it more likely that people will remember, and believe, what you said.
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Edward Segal is a crisis management and crisis communication expert, trainer, and author of The Crisis Casebook: Lessons in Crisis Management from the World’s Leading Brands.
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