Last year, we rounded up the Good, the Bad and the Ugly of 2024’s corporate behaviour in our PA blog. This year, we’re heading back to the frontier to see who drew their metaphorical guns cleanly, who misfired, and who ended up shooting themselves in the foot.
In 2025, the stakes were just as high, crisis stories exploded like dynamite without warning, and while some leaders handled the pressure by letting rip with all barrel’s others couldn’t even cock their pistol while the dust settled around them.
Let’s find out who found themselves with their faces well and truly in the dust and who rode off into the sunset to survive at least another day.
The Good: Astronomer’s Bold, Self-Aware Move to Handle a Crisis
This story blew up on social media when Astronomer’s CEO, Andy Byron, and head of HR, Kristin Cabot, got caught on a “KissCam” at a Coldplay concert. The clip went viral and quickly became a PR nightmare.
How they handled it:
- Accountability: Byron stepped down soon after the scandal, and the board accepted his resignation while stressing that the company is still committed to strong, ethical leadership.
- Clever reframe: Astronomer embraced the embarrassment and hired Hollywood star Gwyneth Paltrow, ex-wife of Coldplay’s frontman, as a “very temporary” spokesperson. In her video, she answers the big questions people were asking, but more importantly, she steers the conversation back to Astronomer’s automation product.
- Humour and self-awareness: Instead of putting out a stiff, corporate apology, they showed how absurd the whole thing was. Paltrow’s tone is dry and self-aware, and the whole campaign feels like a cheeky little wink to the audience.
Why this worked:
- They didn’t try to hide or downplay the incident; they owned it.
- They used a celebrity, but in a way that was very on-brand
- By shifting the focus back to what they actually do, they turned the attention into genuine interest.
Key takeaway for leaders: In this case, the best defence is a cheeky offence. When things feel out of control, owning the mistake, showing a bit of personality, and refocusing on what you actually do best can not only soften the blow but give you a chance to reset and improve.
The Bad: BBC’s Slow Burn on Editorial Scandals
The BBC, surprisingly for a news organisation, still struggles with its own PR. In 2025, it faced several reputational issues, and its slow, reactive way of handling controversial stories has only chipped away at trust in its editorial leadership.
What went wrong:
- Delayed responses to crises: Critics are starting to say the BBC has a kind of “muscle memory” for reacting slowly and defensively to scandals, whether it’s the Trump editing issue, sackings or any of its other recent slip-ups.
- Leadership vacuum: Some former staff and commentators say the board hasn’t been decisive and hasn’t stepped in when problems get serious.
- Erosion of trust: Repeated slow responses, like staying silent when a crisis hits, not releasing a statement, and letting negative stories grow. Without quick, clear leadership, public trust takes a hit.
Why this is damaging:
- When the BBC is slow to respond, people fill the silence themselves, and their version of events is usually much harsher.
- For a big national institution like the BBC, repeated mistakes make people question its authority and whether it still deserves public trust.
- With the charter up for renewal soon, it’s even harder to rebuild trust if people think the organisation can’t respond quickly or clearly.
Key takeaway for leaders: In crises, especially reputational one’s speed and clarity matter. It’s not enough to have good values on paper; leaders must be ready to act, defend, or correct in real time. Otherwise, they risk losing the narrative and letting others frame it for them.
Still Ugly: Thames Water – Deepening Crisis and Public Backlash
Thames Water’s problems just keep mounting in 2025. A new series of failures has triggered fresh anger from the public, politicians, and regulators.
What went wrong:
- Record-breaking fines: Ofwat hit Thames Water with nearly £123 million in penalties for breaking rules around sewage treatment and paying out dividends.
- Underinvestment exposed: Research revealed that over half of the company’s sewage treatment works still can’t cope with current demand.
- Leadership and financial strain: Thames Water says it needs major investment, and it’s facing more penalties for missing environmental deadlines.
Key takeaway for leaders: When a crisis stems from deep-rooted problems, talking isn’t enough. Real investment, accountability, and a long-term plan are essential. Quick fixes and patchy efforts won’t rebuild trust, and once trust is gone, no press release can bring it back.
Like the final showdown in a classic spaghetti Western, 2025 proved that when the dust settles, the leaders left standing are the ones who act with conviction, clarity, and a cool head, while those who didn’t are left face down in the dirt along with their reputations.
