Herman Cain's Hard Lesson in Issues Management

After I had covered the Gennifer Flowers news conference in New York in January 1992, the Boston Herald sent me and Andrea Estes to Little Rock, Arkansas, for a week to see what we could else we could dig up on then-presidential candidate, Arkansas Gov. Bill Clinton.

I came back with a story about Clinton’s honorary membership in what appeared to be a whites-only country club. The Clinton campaign did not seem surprised when I called them for comment, and brushed off Clinton’s role as nothing more than “playing privileges.”

The story ran on page one of the Herald and the Associated Press picked it up. Within two weeks, it had found its way into The New York Times. (There was no worldwide Internet in those days. The only things that spread virally were illnesses, gossip and bad jokes.)

By then, however, Clinton’s famous "War Room" had acted. The candidate apologized succinctly and his campaign defused the issue by rallying prominent African-American friends and supporters.

Nineteen years later, watching presidential candidate Herman Cain flounder under the weight of sexual harassment allegations, you begin to wonder how many scandals it will take for anyone to heed the basic rules of engagement in issues management and crisis communications.

Individuals and enterprises operating in the public spotlight must be prepared to react quickly to their flaws, real or perceived. Accomplishing that is three-step process. Take a hard look at yourself from the perspective of stakeholders. Use those findings to create an uncompromising list of the issues, policies and activities that could be controversial or damaging. Fix what you can and be ready to refute or rebut each item on the list in a compelling, credible and articulate fashion.

It also helps to have a defined, positive identity and brand position in the first place. Clinton had a public record of diversity and inclusion that contrasted with the notion that he might knowingly support discriminatory policies. Cain is now as the former CEO of a pizza chain and is only known for his easy-to-remember tax reform proposal.

Over the years, I have built “black books” for many types of clients - a political candidates, private companies, health care organizations, etc. - who were willing to confront their warts if necessary. They knew an attack or expose might never materialize, but they also understood that, if it did, mitigating it quickly would limit the depth and duration of the wound – particularly at the speed with which information (and misinformation) spread today.

Not all political strategies translate well in the business world, but issues and crisis management is one that does, as Herman Cain has learned all too well.