In strategic communication management, accusations of executive wrongdoing represent high-risk reputational crises that demand discipline, sequencing, and governance. The correct response begins by referring to the organization’s crisis communication plan, making option D the most appropriate sequence. Crisis plans exist precisely for moments like this—providing predefined roles, escalation paths, legal coordination, approval protocols, and message principles. Acting without first consulting the plan increases the risk of inconsistency, legal exposure, and reputational damage.
Once the messaging strategy is aligned internally, employees should be engaged next through a town hall or structured internal briefing. Employees are primary stakeholders and informal ambassadors of the organization. If they are not informed early, they may learn details through the media, fueling rumors and eroding trust. Strategic communication management consistently emphasizes internal alignment before external disclosure to maintain credibility and morale.
After internal stakeholders are informed, the communication manager should then engage the media by scheduling a press conference if appropriate. This step allows the organization to manage the narrative proactively, demonstrate accountability, and provide context under controlled conditions rather than reacting to speculation.
Issuing a formal statement through the wire should occur last, once facts are confirmed, messaging is aligned, and spokespersons are prepared. Wire statements serve as permanent public records and should reflect the organization’s most accurate, legally vetted position.
The incorrect options prioritize external communication or media engagement too early, bypassing governance and internal trust-building. Strategic communication management stresses thatprocess before publicityis essential in crises involving leadership credibility. Option D reflects best practice by protecting reputation through preparation, alignment, and disciplined execution.
