One of the most pervasive myths about professional communications is that any crisis can be controlled by the right amount of spin. Nothing could be further from the truth. It’s true that we as public relations professionals are first and foremost storytellers. We specialize in framing and telling stories in the best, most accurate light for our clients. That doesn’t mean we can discard or ignore burnt toast—i.e., an ugly or negative fact. Our job as communicators is to tell the whole story—surrounding the burnt toast with the proper context of positive information and insight. Our goal is to make it more difficult to focus only on the negative. However, there are times when burnt toast is all we can serve. A major trial loss. Offensive statements. Financial fraud. Property destruction. Threats to health and safety. When you’re in a position where negative information has to be communicated, here are some steps to mitigate reputational damage. Anticipate bad news Sometimes it pays to be a pessimist. By closely anticipating potential crisis points, you can identify the most damaging scenarios that could harm your company’s reputation, revenue, or employee safety. Prioritizing these scenarios, developing key messages, and securing advance approval can reduce reaction time and free up resources for a strategic response. It’s also a good idea to organize a crisis response team with direct knowledge of specific issues and training through tabletop exercises. Unpracticed delivery produces chaotic results. Remember British Petroleum CEO Tony Hayward’s comment that he “wanted his life back” after a disastrous oil spill? Spoiler alert: he got it. Avoid ‘no comment’ When calls from the media do arrive, recognize that you have more control over the narrative as the primary source of information. At all costs, avoid a “no comment.” With negative news, refusing to comment signals to the media and stakeholders that there is something to hide. Reporters will then seek out other sources who will tell your story without your direction. Remember that engagement with the media doesn’t all have to be on the record. You can also provide information on background, not for attribution, giving the media context that may prevent a more negative slant. Overcommunicate It may seem counterproductive to producing a tight, controlled narrative, but overcommunicating will often work to your advantage. Reporters crave information. Giving them what they want gives you a psychological advantage. By contrast, depriving them of the oxygen they live on will only raise suspicions and force them to keep digging. During Major League Baseball’s steroid era, pitcher Andy Pettitte gave a press conference where he admitted use of HGH. In comparison to other players who avoided any admission at all, Pettitte gave a lengthy press conference, answered all questions, and was contrite. Years later, his HGH use is mostly forgotten, whereas the issue is permanently fixed to other players who refused to comment. Limit the lifespan Andy Pettitte’s example is a model for limiting the lifespan of bad news. He left no questions unanswered, engaged freely with the media, and provided information for reporters to write comprehensive stories with no need for follow-up. Had he been evasive, his drug use may still be in discussion today. Companies with damaging news should take note. Tell the full and complete story. Don’t give the media—much less your competition—reason to dig deeper and extend the issue. Today’s news cycle moves quickly, and stories with a shorter lifespan are more likely to be overtaken by the next piece of burnt toast.