When taking on a crisis PR client is not worth it

What are the ethical responsibilities of doing PR for a leader in crisis? This was my question of the week.

A few days ago, I got a call from a high-profile business leader in trouble. The AFR front page kind of trouble. Well, his lawyer called me.

These calls are common at Bespoke Co.; crisis communications are my favourite part of the PR puzzle.

After a long Zoom chat with the business leader, their board, and the lawyer, we decided it was not for us.

Was it well paid? Probably very—I never got that far. Crisis work is often lucrative but also all-consuming. It needs to be balanced with our other clients and worth investing our reputation in. And we have some basic rules—no tobacco companies, no convicted criminals, no political extremists (including openly known anti-Semites—my personal hard no).

The decline was simple in the end: there were some red flags on how willing and able the leader was to take our strategic advice and make good on what was essentially the trifecta cluster*ck of reputational issues – potential financial scandals mixed with sexual harassment claims and a loss of confidence from investors.

So how can PR agents decide whether their clients’ crisis needs to be theirs, too?

Here are key ethical responsibilities to consider:

1. Truthfulness and Transparency

• Avoid misleading statements, half-truths, or outright lies.
• Present facts accurately, even if they are damaging.
• If there are unknowns, acknowledge them rather than speculate.
• Morality is not always objective, but laws are. Nothing illegal or “grey area” can be excused without a proper apology and a show of repentance. It is to cost them –money, relationships, or power to prove the leader has learned the most challenging lessons.
• Assess if there are obvious signs that the client wants a ‘magic wand’ to make a crisis disappear from the headlines instead of facing the music—this includes saying or showing they made a mistake and articulating how they are fixing this personally and professionally.

2. Accountability and Integrity

• Encourage the leader to take responsibility for their actions rather than deflect blame.
• Advocate for corrective actions that address the crisis rather than just managing public perception.
• Do not cover up unethical or illegal behaviour.

3. Public Interest vs. Client Interest

• Consider the broader societal impact of your PR strategy.
• If the leader’s actions harm the public – or raise questions about them, prioritise ethical crisis management over reputation protection.
• If the leader has offended a particular audience or community, they must make it right with them more than anyone else. Ask that group what they expect and need to feel less aggrieved or wronged – and then overdo the request.

4. Respect for Stakeholders

• Engage with affected parties (employees, customers, the public) respectfully and sincerely. Be able to engage and find the steps to redemption early.
• Avoid gaslighting or manipulating any clear public sentiment. We see the way that rarely helps – victims come first and matter most in the media and beyond.

5. Ethical Decision-Making

• Be prepared to push back if asked to execute unethical strategies (e.g., spreading misinformation, silencing critics).
• If the leader refuses to act ethically, assess whether continuing to represent them aligns with your values.

Doing PR for a leader in crisis carries significant ethical responsibilities. As a PR expert, you must balance loyalty to your client with honesty, transparency, and public interest. The impacts of your work with them will outlast any large retainer or project fee’s worth!