Issues management is akin to a relentless game of whack-a-mole.
Each emerging issue, be it a customer complaint gone viral or a misinterpreted executive statement, represents a potential threat that can impact a brand’s reputation, the organisation’s positioning, and erode the hard-earned trust of customers.
The stakes in this game are exceedingly high; each mole not whacked in time can lead to a cascade of negative publicity that takes time to overcome.
Communicators are working at an increased velocity at which information—and misinformation—can spread. In such an environment, issues that might have taken days to come to light can now ignite controversies in mere hours or minutes. The need for a strategic approach is not just important; it is essential for survival.
A strategic approach to issues management involves more than just reactive measures; it requires a proactive mindset that anticipates potential crises and mitigates them before they escalate. It demands a deep understanding of the brand’s values and the ability to communicate them effectively under pressure. It also necessitates an ongoing dialogue with stakeholders, ensuring that when issues do arise, they are managed transparently and with integrity.
The Constant Vigil: Navigating Issues Management
Issues management is an enduring struggle for communicators, akin to maintaining a constant watch where every shape – especially in the dark night (and some days it feels like it’s both dark and we are walking blind) must be calculated to avoid a false alarm.
It is a discipline that demands constant vigilance and acute foresight to safeguard the brand’s integrity and uphold stakeholder trust.
In our arena, communicators are the sentinels, ever-watchful for signs of trouble that could compromise the organisation’s standing.
When issues are mishandled, the fallout can be catastrophic: trust erodes like sand through fingers, stakeholder support recedes like a tide going out, and the public image tarnishes as if stained.
The repercussions extend beyond the immediate timeframe, potentially causing long-term damage to relationships and reputations that can take years to mend.

Dousing Sparks Before They Ignite: Proactivity in Issues Management
When it comes to issues management, proactivity serves as the first and most formidable line of defence.
It is the art of addressing issues while they are still nascent, mere embers that, if left unattended, have the potential to grow into all-consuming fires.
This proactive stance goes beyond just putting a plan together; it requires both a deep understanding of why preparedness helps and an awareness of our innate tendency to delay action.
The human inclination to procrastinate is a psychological quirk that often leads to a false sense of security when issues appear minor. However, this delay can be perilous, allowing small problems to fester and grow in the shadows, only to emerge stronger and more destructive.
For communicators, this means that being proactive is not just a strategy—it is a necessity. It is about staying one step ahead, ready to extinguish sparks before they have a chance to ignite.
The Perils of Delay – Understanding Procrastination’s Impact on Leadership
Procrastination, particularly in the context of managing small issues, can have detrimental consequences.
It is a psychological phenomenon rooted in a comfort found in delay, often accompanied by an underestimation of how quickly and severely problems can escalate. This mindset, prevalent in human nature, can lead communicators to a false sense of security, believing there is ample time to address issues that appear trivial at first glance.
However, this complacency is deceptive.
Small issues can rapidly spiral out of control, leaving communicators to grapple with crises that have ballooned beyond their initial scope.
The result is a reactive scramble to contain situations that could have been managed—or even prevented—with timely intervention.
This undermines the communicator’s ability to lead effectively and also erodes confidence in their leadership among stakeholders.

Navigating the Issue: Essential Tools for Issue Resolution
When an issue flares up, having an issues management plan is just the beginning.
To execute this plan effectively, an organisation must be equipped with a robust toolkit—a collection of resources and strategies designed to tackle challenges head-on.
The top 3 tools the kit should include:
- A Rapid Response Team: A squad of skilled individuals, each a subject matter expert in their domain, ready to spring into action at a moment’s notice.
- Clear Communication Channels: A streamlined system that ensures information is disseminated swiftly and accurately, both internally and externally.
- Media Training: Comprehensive preparation for spokespeople, equipping them with the skills to navigate media, customer and stakeholder inquiries with confidence.
And 2 additional tools that will prove useful when implemented well:
- Digital Monitoring Tools: Software that scans online conversations, providing real-time insights and enabling quick reactions to emerging narratives.
- Stakeholder Maps: Detailed charts that outline key individuals and groups to inform and engage during a crisis, ensuring no stakeholder is overlooked.
For communicators, the message is unequivocal: true preparedness transcends a written plan.
It embodies a suite of actionable tools and a state of readiness to engage when challenges present themselves.
By adopting this proactive approach to communications leadership, potential issues are not just mitigated—they are transformed into opportunities for growth, trust-building, and demonstrating resilience.
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