There is still time to correct course in reputation crisis despite a poor initial response

Moby wrote himself into hot water with what he wrote about actress Natalie Portman in his book Then It Fell Apart. He detailed that he had a brief, romantic relationship with the then 18-year old Portman. Moby was in his 30s. Portman was aghast at learning she was in his book and that Moby mischaracterized the involvement. She was hurt, offended and responded that she always found that interaction as "creepy" and not a relationship.

Moby initially responded that he was surprised that Portman responded in such a manner. He inferred he was confused about her interpretation of their interaction and her sensitivity. In reacting this way, he escalated anger surrounding his behavior and assessment of it, elevating the crisis to hotter temperatures. 

This type of rationalizing and defensiveness is commonplace among companies and individuals in crisis, that is, when they are not running and hiding.

Under duress from the media, social media and other pressure, Moby decided to communicate again. It was wise not to ignore the increasing negativity and hostility. 

When he responded, he chose to do so with poise, and improvement in character and understanding (diagnosis) of the crisis.

He revealed more evolved self awareness, social awareness and empathy. He chose to speak with humility, conflict ownership, remorse and apology. He seemed to now grasp some of the negative impact of his behavior, past and present. 

Will it prove sufficient for repairing the damage? Unlikely, yet with further wise crisis communications and crisis management, lasting remorse and a commitment to further educating himself, to the point of advocacy for women's physical and psychological safety, Moby could earn forgiveness from Portman eventually and regain some reputation capital he has spent.

For now, his second wave of crisis communications did prove valuable and protective, mitigating in practice, to help him prevent further escalation of his reputation crisis. He has shown responsibility, courage and critical enlightenment.

His mistakes in communication once he was in a crisis, a teachable moment for him and warning for others who will undoubtedly make the same errors he made. Yet this is also an example of how one, if they set aside excessive pride and negative emotions, can rebound from multiple communication "fouls" within crisis.

Michael Toebe is a communications solutions leadership practice leader for reputation management, risk, crisis communications and crisis management for companies and individuals. 

He has written for and contributed to Chief Executive, Corporate Board Member and the New York Law Journal. You can also find him on LinkedIn, Twitter, Instagram and a short-segment podcast Communications Solutions Leadership.