Defending Goliath: 5 Key Actions to Protect a Company’s Reputation
The story of David and Goliath in the Old Testament (1 Samuel 17) has helped fuel the romantic idealization of the uneven battle, in which a humble and seemingly weaker rival defeats the arrogant champion who believes himself invincible.
That metaphor remains with us in popular culture to this day: Rocky vs. Drago, Harry Potter vs. Voldemort, Pepe el Toro vs. Bobby Galeana, The Karate Kid vs. Johnny Lawrence, Juanito Farías and his “Caballo de Palo” vs. Lorenzo Antonio, Frodo Baggins vs. Sauron… and the list goes on.
According to various authors, the public tends to sympathize with the weaker side out of a sense of justice, hoping that its support will help level unfair conditions in favor of the one who is making the greater effort.
Applied to the world of corporate reputation, this means that regardless of who is right or what the real capabilities of the parties in a conflict may be, audiences will tend to identify with the NGO, the neighbors, striking workers, upset consumers—or almost anyone other than the company.
That is how investments have collapsed and companies have been shut down.
According to Malcolm Gladwell, “giants are not as powerful as they seem, and sometimes the little shepherd carries a sling in his bag” (free translation), as he argues that a deeper analysis of this passage from the Bible reveals that David was more like a man armed with a .45-caliber pistol and extraordinary aim, facing a clumsy, heavy giant waiting for hand-to-hand combat in bronze armor, with a sword and a javelin.
The problem is that the Bible was written by the Jews, not the Philistines.
Against this backdrop, I propose 5 actions to protect the reputation of large companies when they enter into—or are drawn into—a conflict with some “David.”
1. Wake Goliath up (Don’t fall asleep in arrogance)
The first mistake to avoid is minimizing the problem or assuming that reason, truth, and justice are on our side.
Even if you are told that everything is legally supported, that there is currently no impact on production, sales, or the supply chain, and that no one will pay attention to that dissatisfied employee, complaining neighbor, or outspoken activist, you must take any challenge seriously.
- Listen to and understand the complaint. With humility, review internally whether there is anything the company could improve.
- Investigate who your challenger is (to see whether they are carrying a sling in their bag).
- Seek conciliation or a solution before the conflict escalates and reaches the media and social networks.
2. Rally the Philistines (Teamwork and crisis management)
If the conflict seems unavoidable, it is advisable to bring together a crisis management team to assess all scenarios and possible impacts in the event of escalation, as well as the measures that need to be taken to mitigate risks.
Within that multidisciplinary team, it is advisable to include the communications function.
Difficult questions need to be asked, and decisions need to be made.
What happens if the plant is shut down? How do I replace the affected production, distribution, or sales? How do I protect the safety of employees and facilities? What happens if the press shows up? What happens if this goes viral on social media? How will I respond if an authority or opinion leader speaks out against me on this issue? Am I certain that all my permits are in order?
This coordinated effort should be guided by a clear picture of success: maintaining business continuity and protecting the company’s reputation after the crisis.
3. Don’t fight in public
As Miyagi said, “the best way to avoid a punch is not to be there.”
When you are perceived as the Cobra Kai in the movie, people expect you to win—but you will be seen as a bully, and if you lose, they will think you deserved it, that justice was served.
If you are lucky, 20 years later someone will make a remake of the movie and confirm that Daniel-san’s kick was illegal.
In reputation terms, it is better to avoid a public confrontation; it will always be preferable to find other spaces in which to tell your side of the story.
4. Speak to the crowd that matters (Identify and engage your audiences)
In communication terms, the goal is not to convince the dissenter or the media, but rather your key audiences, in order to build bridges for dialogue and gain allies who can strengthen your position when negotiating a solution.
Every case is unique, but in general, the most important audiences in a crisis are authorities, employees, neighbors, clients, and consumers.
The crisis management plan should include very clear action protocols for speaking to those audiences through specific channels and with the necessary cadence.
It is essential to define when to be reactive and when to be proactive, develop key messages, prepare fact sheets to support your claims, gather documentary evidence, and have a clear version of the story.
5. Write the Bible yourself (Own or help shape the narrative)
Everyone on the team must be aligned around the narrative. Words matter: is it a strike or an illegal work stoppage? Is it an unauthorized blockade or a “symbolic shutdown”? Is it the seizure of company vehicles and employees, or is it popular justice?
It is important to have spokespersons ready and trained for each type of interaction with different audiences and across different channels. They must be empowered and given the confidence to reach your audience through the media.
If you do not participate, only the dissenter’s voice and framing will be heard.
Media relations plays a key role here in ensuring that your language is included—not only through spokesperson engagement, but also by providing journalists with information that helps them build a more balanced version of the situation.
In the same way, a Public Affairs team must ensure that key authorities know your side of the story and understand your position.
Your employees can also be your ambassadors, which is why internal communication is critical in these cases.
In the end, history will reflect what the media published, and that will become the reference point whenever someone googles your company’s name or looks up information about the case. How do you want to be remembered?
Every crisis is unique and requires its own response, but these principles can help our companies avoid becoming a giant defeated by its own slowness.
Fidel Salazar
Consulting Director
fsalazar@komunikalatam.com
LinkedIn: Fidel Salazar
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