“News is information that someone, somewhere doesn’t want you to know.”
This line, in some form or another, has been attributed over the years to everyone from William Randolph Hearst to Rupert Murdoch. It highlights the role the news media plays in uncovering uncomfortable truths or things others may not want the public to know.
When something bad happens, something you’d rather others didn’t know, it is not abnormal to hope that you can manage the story and keep the coverage to a minimum. But that desire cannot be so strong that it causes you to make devastatingly poor decisions that make a bad thing worse.
In 2015 Volkswagen was knowingly selling cars that contained software designed for the purpose of cheating the newly established and stringent emissions tests. After being asked repeatedly to explain why their diesel cars polluted so much more in ordinary driving than in California testing labs, their desire to manage the story caused a plot to cover things up. Transparency would cost them hundreds of millions of dollars in fines not to mention the reputational damage.
But their choice to conceal the truth turned a potentially manageable crisis into a multi-billion-dollar catastrophe once it came to light, causing fines, indictments, and a CEO resignation.
Volkswagen’s failure to act is a cautionary tale that illustrates why organizations must adopt a proactive approach to truth-telling. Yes, it’s going to be tough. But ask Volkswagen if they’d reconsider their decision and own the truth, tackle the issue head on, and take decisive action to regain control before it spirals.
We know it’s the right strategy, yet so many people and organizations still disregard this advice and view their response to an issue as damage control rather than an opportunity for transparency. Why? One explanation is that crisis situations can produce overwhelming stress, which in turn can impair judgement and decision making. The fear of losing your reputation, your job or financial stability can make a person hide the truth. Or that admitting fault might expose you or your company to legal action.
In other cases, like above, people genuinely believe they can manage or control the situation by avoiding the truth. When companies focus on spin and give vague responses, they mistakenly believe the issue will fade away. But the reality is that delaying the truth leaves a void that your competitors and critics are eager to fill with speculation, and that the media will fill with investigations. People also get frustrated to the point that they leak information to media or authorities.
Look at Boeing and the 737 Max scandal. What did they do? Delay, deflect, and deny. Their stock took a hit, they lost billions, and the trust in their brand is still in a tailspin. But here’s the thing: when the truth is buried, it doesn’t stay down for long. It has a life of its own, its power correlated to its significance and emboldened by the forces trying to suppress it. Just like Boeing discovered, the longer you try to quash it, the stronger it becomes when it inevitably rises to the surface.
9 times out of 10 the truth will find its way. Because of its inevitable power, organizations that accept and address the truth early can better manage the outcomes.
"To be persuasive, we must be believable; to be believable, we must be credible; to be credible, we must be truthful." Edward R Murrow
While the impulse to hide uncomfortable truths is understandable, here’s why addressing the truth head-on is not only ethical but also the shrewdest strategy for reputation management.
1. You Control the Narrative
By taking the lead and telling the truth, you set the narrative instead of letting external parties (media, critics, competitors) shape it for you. Create a crisis communication playbook that defines the key stakeholders—internal and external—who must be informed first. Establish clear talking points that address the issue directly, and empower spokespeople to communicate those points across all channels. Being proactive allows you to frame the situation in your terms and demonstrate transparency.
2. Trust Builds Long-Term Loyalty
Trust comes from honesty, and that trust leads to long-term loyalty. The sooner you admit the truth, the less you have to worry about leaks, rumours, or ongoing investigations eroding that trust. Being honest, even when it’s uncomfortable, cultivates trust with your stakeholders (customers, employees, partners). They respect a company that takes accountability and will be more likely to remain loyal after the crisis. It really is an opportunity to show what you’re made of.
3. Transparency Earns Media Favour
The media will come for you – it’s their job – so you’re better to hand them the truth on a silver platter before they find it themselves. Difficult questions will still be asked, but companies that appear honest and accountable will be treated with more fairness and understanding in coverage.
4. Honesty Shows Strong Leadership
Strong leaders own mistakes and take responsibility. It signals to employees, stakeholders, and the public that the company has integrity, is resilient and committed to doing what’s right, enhancing its long-term reputation.
The Bottom Line:
Telling the truth should be the foundation of your crisis response. To build this foundation, establish a transparency-first policy within your organization. Make sure every department—from legal to PR to operations—understands that the first step in crisis management is communicating the facts, even when the news is bad. A unified, transparent response across teams prevents mixed messages that can worsen reputational damage.
Being transparent without causing additional confusion or harm is key to effective crisis management. People will understand a mistake, accident, or even poor judgment but they won’t forgive any attempt – real or perceived – to cover things up.
The truth isn’t just a moral obligation—it’s the best business strategy. Get ahead of it, or get buried by it.
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