The NFL’s Commitment to a One-Year Crisis: 7 Mistakes Causing the Crisis to Drag On

Goodellcrisisgerardbraud GoodellcrisisgerardbraudBy Gerard Braud

What expert would advise their client to let a crisis drag on for one year? I suspect the answer is zero. But the NFL’s failure at crisis management and crisis communications essentially means that the punch Ray Rice threw on Valentine’s Day 2014 will have repercussions through February 14, 2015. Here is why and here is how you can keep from making similar mistakes where you work.

1) Failure to fully investigate the Ray Rice case, or a willful attempt to hide all of the facts by officials in the NFL and/or the Ravens, have already caused this crisis to drag out six months longer than necessary. Speed is always your friend in crisis management and crisis communication and it should be a vital part of your written plan. As TMZ pointed out with their video and through their questions at the recent Roger Goodell news conference, it wasn’t very hard to get the facts and evidence.

2) Failure to do the right thing the first time will always haunt you and will cause the crisis to reignite. Just think about it — the Ray Rice case could have been finished by March 1, 2014. Here we are approaching October 1, 2014, and it is still front-page news. This is unacceptable and unprofessional. This demonstrates the NFL doesn’t have a crisis management or crisis communications plan that they follow. This demonstrates that the person at the top lacks true leadership qualities because a good leader would not allow the organization’s brand, reputation, and revenue to be tarnished over eight months.

3) Failure to do the right thing the first time and the eventual re-ignition of the crisis causes the media and others to ask, “What else might we not know? What might they be hiding? What don’t they want us to know?” Those were the questions I asked when I was a reporter. Once a reporter starts digging, it is like pulling a thread on a sweater – eventually it all unravels. The unraveling in this crisis is the additional focus. Scrutiny and penalties have been placed on other players who were previously not clumped in with the Rice case, but who have their cases tainted because of poor crisis management and flawed executive decision making.

4) When the threads unravel, it becomes safer for those who are holding secrets to come forward. This is what led to the ESPN report alleging the Ravens knew everything about the Rice case and allegations that the Ravens worked to have Goodell go easy on Rice. Although the Ravens refute the ESPN report, you can bet ESPN is doubling down on their investigative reporting. As a result, don’t be surprised if this crisis reignites again very soon.

5) Goodell made a further mistake by announcing that by the Super Bowl in February 2015, committees will make recommendations about the consistency of punishment for players and will report on the true status of domestic violence among players. This means Goodell is tainting and overshadowing Super Bowl coverage with an extension of a negative story. This is just dumb. This is intentionally stretching out brand damage, reputational damage, and revenue damage. No smart leader would tie a crisis-related deadline to the most high profile day associated with your organization.

6) Saying you got it wrong is a start, but it is not enough. The reason it is not enough is because there is no plausible reason to have gotten it wrong the first time. Furthermore, throwing money at anti-domestic violence organizations appears to be an insincere act of desperation and diversion. Also, the cynical minds in the audience believe Goodell and team owners, who used the “We got it wrong” line, were really saying, “We got caught and we regret that we got caught,” not doing the right thing, for the right reasons, the first time.

7) Trust is lost when bad decisions are made in the beginning, when flip-flops happen months later, and when the crisis is extended by bad decision-making. When sponsors drop their sponsorship, it means they have lost trust. When customers spend less on merchandise and are less likely to watch games, the lack of trust is amplified. Don’t forget your loss of trust with employees. In this case, Goodell has lost the trust of players.

A few weeks ago when this crisis became front-page news, I called for Goodell to be suspended for one year. This was for the same reason he suspended Saints coach Sean Peyton for a year, based on the concept that the leader should have known what was going on in the organization.

But in light of the seven items outlined above and Goodell’s failure to show leadership in managing and terminating this crisis, my professional advice to the team owners would be to fire Goodell. He has hurt your brand, your reputation and your revenue. Surely there is someone else who can do a better job this time and in the future.

NFL Crisis Communication Plan: 3 Steps to Good Ethics and Leadership in Crisis Management and Communications

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NFL Commissioner Roger Goodell

By Gerard Braud

Crisis management requires having a written plan that can be followed in every crisis in order to manage both the crisis and the behavior of the decision makers. The written plan helps insure good crisis communications can take place because there will be honest and ethical leadership.

What is honest, ethical leadership in a crisis? Good, ethical behavior is doing in private what you would do if the entire world were watching and listening.

The NFL crisis is embattled by the same type of discussions that likely took place at Penn State during their child abuse scandal. Usually, a bunch of old white guys – yes I said it – gather in a room and all say, “If people find out about this we’re in big trouble. If people find out about this, our reputation will be ruined. If people find out about this, we’ll lose boat loads of money.”

The group usually goes on to make decisions designed to hide the facts from the world as a way to protect their reputation and revenue.

This is always the wrong way to manage a crisis.

The group should be saying, “If we don’t come clean and tell the world about this we will be in big trouble. If we don’t act honestly, our reputation will be damaged. If we enact real change, we can seek forgiveness and repair our reputation and revenue. If we get this wrong, our reputation and revenue will be more damaged than if we hide the truth.”

The institution must end the crisis and not kick the can down the road. The correct way for any institution or company to protect their reputation and revenue is to end the crisis by doing the right thing the first time. This means:

1) Letting the world know the full extent of what you have uncovered in your investigation

2) Punishing those who are at the root of the crisis

3) Announcing steps to keep it from happening again.


Roger Goodell and the NFL:

1) Only let the world know part of what happened and likely hid facts they knew

2) Handed down a punishment based on the world not knowing the full truth about Ray Rice

3) Are now announcing steps to give money to groups who advocate against domestic violence.

Domestic violence is not the crisis at hand in the NFL. The crisis is denial, arrogance, and bad ethics by the people responsible for leading the NFL.

Yes, domestic violence is an issue for some players, but so is womanizing, drinking, drugs, DUI, getting in car wrecks, theft, dog fighting, and even murder. The players in the NFL are a representation of the population at large and the NFL can only do so much to raise awareness about all of these issues.

Ray Rice isn’t the first player guilty of domestic violence and will not be the last. The NFL didn’t throw money at domestic violence prevention in the past. So why now? The NFL is trying to distract us from the truth and the failure of the people who failed to be good, ethical leaders.

The people running the NFL are still not getting it right. In fact, they are making their wrong worse.

If my suspicions are true, more truth will come out about what the NFL did and didn’t know. As the truth comes out, credibility will be lost and the institution’s reputation will be further damaged, with a slow erosion of revenue each day the crisis lingers. Some revenue loss will come from the sponsors who pull out. Some revenue loss will come from fans who don’t buy tickets or merchandise.

The NFL must do what all institutions should do from the beginning:

1) Tell the truth

2) Punish not just the players, but the guilty executives as well

3) Announce steps to make sure bad decision-making doesn’t happen again

Suspending Roger Goodell is still a viable option. It needs to be done swiftly in the name of crisis management and ethics.

Failed Crisis Management Leadership Hits Multiple NFL Players and Teams

Braudcast Sept 18 NFLBy Gerard Braud

The NFL crisis gets bigger in the absence of a quality crisis communications plan and good executive leadership.

Adrian Peterson and a string of other players and teams are being swept up in the crisis because as the appointed leader of the NFL, Roger Goodell failed to make the right decisions at the beginning of the Ray Rice crisis.

With each passing day, Goodell’s failure to communicate makes the crisis worse.

An expert crisis communication plan involves having a strategy that fully addresses the potential damage to an institution’s reputation and revenue. The slower an institution is to respond, the more the crisis spreads and the more damage to reputation and revenue.

What about where you work? Do your leaders have a crisis management and crisis communications plan? Do the people with the high titles possess true leadership qualities, especially in a crisis?

Most institutions fail to have a plan that would truly serve their needs in a crisis. Many have a few sheets of paper in a binder that states some standard operating procedures. These are comfort plans – they make people feel good because the word crisis plan is on a piece of paper. But experience shows that most institutions fail to write the type of deep crisis communications plan needed to handle every type of crisis they may face.

Most institutions fail to consider both emergency type crises as well as the smoldering ethical issues within the organization.

Many executives are in denial early in a crisis and throughout the crisis, as they hope and pray it will go away. Hope is not a crisis communications strategy. I believe in the power of prayer, but I also believe that your actions during a crisis can be guided by a crisis communications plan so you can eliminate the need for prayer.

The reality is, the longer it lingers, the worse it gets.

Eventually reputation and revenue are damaged significantly enough that someone at the top gets fired.

Because Goodell has been weak, the crisis has spread to other teams and players, causing sponsors to pull out or threaten to pull out.

My prediction is the NFL owners will soon be calling for Goodell to resign.

In yesterday’s blog and in radio interviews with America Tonight and NBC Sports Radio, my suggestion to Goodell is that he suspend himself for one year. You can read more from my previous entry.

Adrian PetersonWill this kind of failure to lead in a crisis happen someday where you work? It doesn’t have to if you prepare for it with a crisis communications plan and conduct regular drills that role-play various types of crises, especially those that deal with hard moral and ethical decisions.

Good crisis communications and crisis management should never be based on spontaneous decisions and strategies in the midst of your crisis. Good crisis communications and crisis management is derived from writing strong plans on a clear sunny day.