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Most fans would love a personal shout-out from the stage when they’re rocking out at a concert, particularly from a global superstar like Chris Martin of Coldplay.
But software executive Andy Byron, CEO of Astronomer, had a decidedly different reaction. When he was seemingly caught lovingly entwined with his head of human resources on a jumbotron, and Martin quipped that the pair’s quick attempt to disentangle and hide (from the camera, the crowd, and, apparently, their spouses) meant they were either “having an affair or just shy,” a private moment in time became a worldwide media sensation and a reputational issue for Byron and his company.
Such is life in the digital age. With cameras everywhere and no barriers to transmitting images, videos, and opinions worldwide through social medias, embarrassing moments can create lasting reputational repercussions. Private moments can quickly become public events. In short, your microphone is always on.
As in all media stories, there are likely a lot of facts we don’t know, context that’s being overlooked, and out-and-out falsehoods about the concert incident. The truth is always an afterthought in a social media-driven controversy. Yet, for business leaders, particularly those in regulated industries such as financial services, this incident should reinforce the commitment to adhering to the highest ethical and professional standards. It should also reinforce the need to deliver an effective apology.
We are also all human and flawed, and lapses happen, both personally and professionally. In most cases, the road to reclaiming your reputation starts with owning your action, showing how you’re going to fix it, and moving forward beyond the crisis. All that starts with an heartfelt apology. But, as the case of the Coldplay cuddler shows, those at the wrong end of a reputational crisis often have their work cut out for them, and there is no way a single statement or apology will work. To be effective, apologies must be addressed directly to the people who are hurt most. And, with executives caught in a controversy that bridges the personal and professional, that often means a lot of different mea culpas:
Family. Executives are, first and foremost, human beings. Fathers and mothers. Husbands and wives. Reputation for any person is rooted in the character of the individual. Professional stakeholders will always have an expectation that the healing from an incident begins at home.
Employees and Team. Most ethical lapses require a direct apology to your teammates, but one that involves a coworker, a subordinate, and (to boot) your head of human resources demands some kind of personal and separate apology to your team. This has no doubt disrupted their work, brought harm to the company’s name, and breached trust. An apology needs to address that.
Boards and Investors. Like financial advisors, CEOs are stewards of capital. Investors and shareholders, through the boards that represent their interests, are tasked with the hiring and firing of leadership and governing the company. Issues like this one breach trust and require a direct apology that takes responsibility and starts a useful dialogue into whether the CEO can continue to lead.
Customers. Clients and customers are affected by controversies, too. People do business with other people, not brands, so there are likely elements within the company’s client base that are shocked, angered, and perhaps lost faith.
Is an apology an important part of moving forward in this case? Almost certainly. Unless of course, Byron isn’t actually sorry. Indeed, there are many examples in the financial and corporate world where affairs – even ones that presented a conflict – didn’t warrant an apology because there was actually no need for remorse.
Jeff Zucker’s statement when he abruptly resigned as head of CNN is a good example of that. CNN in late 2021 and early 2022 had fired popular prime-time host Chris Cuomo over the assistance he gave his brother, former Gov. Andrew Cuomo, during the period when the governor was facing numerous sexual harassment claims. During the investigation into the Cuomo mess, Zucker was asked about whether he was engaged in a sexual relationship with a subordinate, decades-long aide and CNN chief marketing officer, Allison Gollust (who had briefly worked for Gov. Cuomo in between stints with Zucker). Zucker apparently had not disclosed that relationship, which he was required to do, and was faced with a choice: resign or be fired. He chose to step down.
In a memo to the staff announcing his departure, Zucker acknowledged that he had done wrong, writing that he “acknowledged the relationship evolved in recent years. I was required to disclose it when it began but I didn’t. I was wrong.”
But he ended not with an apology but simply, “Together, we had nine great years. I certainly wish my tenure here had ended differently. But it was an amazing run. And I loved every minute.”
Byron’s future remains in doubt, and the saga likely will play out over many years. But, for all executives, incidents like these are a reminder of the responsibility leaders have in their personal and professional lives, and the hard work they need to accomplish to regain trust and move forward.
Related: When Scandal Hits, Your Communication Team Is Your First Line of Defense