Imagine the iconic showdown scene from The Good, the Bad and the Ugly. Three gunslingers stand in a dusty arena, each representing a different approach to tackling trouble. The tension builds as they size each other up, knowing that how they act in this critical moment will decide who’ll bite the dust and who’ll get their hands on the Confederate gold. In much the same way, organisations facing a crisis find themselves in a high-stakes standoff, with outcomes ranging from triumphant success to disastrous failure.
In 2024, several UK organisations faced their own “showdowns”— some acted good, others bad and some downright ugly. Let’s look at the lessons leaders can learn from each of these dramatic turns…
The Good: John Lewis’s transparent approach to change
John Lewis, one of the nation’s favourite retailers (and I must say a department store frequented far too often by my good self) faced a difficult situation earlier this year. The company announced significant changes to its employee-ownership structure, a move that could have easily sparked outrage. But instead of hiding behind vague statements, John Lewis openly shared the reasoning behind the decision and engaged their stakeholders, employees, customers, and the public every step of the way.
Why it worked:
- Clarity over confusion: John Lewis ensured the narrative stayed in their hands by explaining why change was necessary.
- Early engagement: Addressing concerns head-on built trust and allowed them to shape perceptions rather than react to them.
Key takeaway: Executives should remember that honesty – even when the news isn’t great – goes a long way. People value being kept in the loop, and transparency is the first step towards maintaining trust during uncertainty.
The bad: Train strikes communications breakdown
Various train strikes dominated the headlines in 2024, leaving commuters late for work and frustrated and businesses scrambling to adapt. While the labour dispute itself was bad enough, the communication around it made things even worse. Messages from rail companies and government officials felt reactive and dismissive, alienating both workers and passengers.
What went wrong:
- Missed empathy: Instead of acknowledging the frustration and inconvenience caused, communication often appeared cold and defensive.
- Reactive strategy: With no clear roadmap or proactive updates, the narrative was shaped by anger on social media and in the press.
Key takeaway: In a crisis, empathy is just as critical as strategy. People need to feel heard before they’ll listen to solutions. As leaders, you need to step into your stakeholders’ shoes and communicate with compassion and foresight.
The Ugly: Thames Water’s leadership failures and public outrage
Thames Water has been wading through troubled waters, facing financial woes and a mounting public backlash. With over £14 billion in debt hanging over its head, the company has come under fire for repeated environmental failings, like dumping sewage into rivers and wasting water during a particularly dry year. It’s no wonder there’s been talk of the utility potentially collapsing, raising serious concerns for millions of customers.
What went wrong:
- Environmental negligence: The company’s continued failure to address its sewage dumping practices caused public outrage, leading to calls for accountability and stricter regulations.
- Unclear communication: Instead of addressing concerns directly, Thames Water’s messaging was vague adding to the sense that things weren’t being handled properly and that leadership was out of its depth. Therefore, eroding trust.
- Leadership crisis: The lack of decisive leadership and a clear action plan left stakeholders-including regulators, customers, and environmental groups-frustrated and sceptical about the company’s ability to recover.
Key takeaway: Thames Water’s failures not only highlighted problems in its management but also reignited debates about the privatisation of essential utilities.
Crises of this magnitude require clear, honest communication and swift action to regain public confidence. Leaders must take ownership of the situation, address the core issues openly, and present a credible roadmap for recovery. Delaying action or deflecting blame only deepens the damage, as seen here.
Lessons for leaders
1. Control the Narrative: Like John Lewis, step up early, and don’t let others dictate the story. Address issues openly before public opinion turns negative.
2. Show Empathy: From your workforce to your customers, people want to feel understood, not dismissed.
3. Act Decisively and be Accountable: Address the concerns of all stakeholders with genuine understanding and responsibility.
Just like the final standoff in The Good, the Bad and the Ugly, every crisis puts leaders at a critical crossroads. Will you draw fast with clarity and precision, like The Good, emerging stronger and more respected? Will hesitation or missteps drag you down, like The Bad, leaving unresolved issues in your wake? Or, like The Ugly, will poor preparation and tone-deaf responses bury your reputation in the dust?
