BulletProofBlog the blog on crisis communications

Last week, Jerry Levin, the former CEO of Time Warner, did an extraordinary thing. In discussing Time Warner’s failed merger with AOL during an appearance on CNBC, he took full responsibility for presiding over what he called “the worst deal of the century.” In so doing, he provided a template of effective crisis leadership that is worthy of study.

“I take responsibility,” Levin said. “It wasn’t the board. It wasn’t my colleagues at Time Warner. It wasn’t the bankers or the lawyers… I am not going to blame any predecessors or successors… I was the CEO. I was in charge.”

At a time when passing the buck has been made into an art form by many, Levin’s mea culpa stands in stark contrast to the nuanced “explanations” we’ve seen from so many troubled political, business, and social leaders exhibit in recent years. And while some may explain Levin’s mea culpa by citing the fact that there’s a lot less to lose when the word “former” appears before one’s job title, ignoring what can be gained when a sitting corporate leader takes similar action to stem an ongoing reputational crisis is indeed an opportunity lost.

Leaders who step up and take responsibility for missteps can immediately cauterize the wound. It hurts like heck; but once it’s over, it’s over. There’s no need to keep replacing the band-aid over the course of months or even years. Why? Because once someone takes the blame, the dynamic (and the news hook) is fundamentally altered – the focus of attention becomes the future, not the past.

When audiences recognize that a leader understands what went wrong and is committed to seeing that similar mistakes never again transpire, they are ready to move forward. Analysts, investors, employees, and other key audiences look ahead to how the lessons learned in crisis will help the company succeed in the future. Media pundits move on to the next target. And while the nature of a crisis may sometimes make sacrifice unavoidable, leaders who demonstrate the courage and character necessary to publically admit a mistake position themselves well for whatever is next.

It’s never easy to face the music – but those that do find more often than not that fortune truly does favor the bold.

Michael W. Robinson is a Senior Vice President and Chair of the Corporate Practice at Levick Strategic Communications, the nation's top crisis communications firm. He is also a contributing author to Bulletproof Blog.