When leaders choose reputation over accountability, they often lose both
What every institution should learn from the Columbia University scandal A recent article about Columbia University and former OB-GYN Robert Hadden stopped me in my tracks. Not because institutional scandals are unusual. They are not. What struck me was how familiar the pattern felt. I have seen many organizations face allegations of misconduct, ethical failures, regulatory concerns and complaints from the people they serve. Sometimes the allegations prove true. Sometimes the
Catherine Cameron
Sep 33 min read
A Leader’s Guide to Responding When Someone Raises a Concern
Throughout my career advising health care, nonprofit and community organizations on communications, reputation and stakeholder relationships, I have seen one thing repeatedly: trust is often defined by how leaders respond when they hear something difficult. Every organization will eventually face a moment when someone raises a concern, identifies a risk or shares information that challenges what leaders believe to be true. The instinctive response may be to explain, defend or
Catherine Cameron
Aug 263 min read
When loyalty becomes liability
One of the most difficult responsibilities of leadership is recognizing when loyalty to a colleague, a partner, or a trusted professional relationship begins to conflict with the responsibility to protect people and uphold organizational values. Most leaders do not set out to enable unethical behaviour. They do not wake up intending to ignore harm or dismiss legitimate concerns. Often, the opposite is true. They believe they are being loyal. They believe they are supporting s
Catherine Cameron
Aug 71 min read
How did no one know?
One of the most common questions asked after a crisis becomes public is, "How did no one know?" The reality however, is that someone usually did know. They may not have had all the information. They may not have understood the full extent of what was happening. Often however, employees had seen the warning signs long before an issue reached the point where leadership could no longer ignore it. Throughout my career as a communications executive, I have spent more than 30 years
Catherine Cameron
Aug 73 min read
When Crisis Hits: Why Leadership Comes Before Messaging
When a crisis occurs, leaders often feel immediate pressure to communicate. The instinct is understandable. They want to reassure stakeholders, provide answers, and demonstrate control. But the most important crisis communication decision happens before the first word is written. It is deciding what kind of leader you want to be in that moment. Because crisis communication is not simply about crafting the right message. It is about demonstrating the right values. Throughout m
Catherine Cameron
Aug 53 min read
Beyond the Crisis: How Leaders Rebuild Trust Through Accountability and Action
Trust is one of the most valuable assets an organization possesses. It takes years to build. It can be damaged quickly. And once trust has been affected, rebuilding it requires far more than a statement, a policy change, or a commitment to do better. It requires action. Throughout my career, and as a communications executive, I have seen that organizations are often defined not by whether challenges occur, but by how they respond when those challenges arise. No organization i
Catherine Cameron
Aug 53 min read
Protecting Trust Before Crisis Happens: The Leadership Responsibility to Prevent Harm
Trust is not built when everything is going well. Trust is built in the moments when things become difficult. Throughout my career as a communications leader working with healthcare and social service organizations, I have seen that reputation is not created through statements, policies, or carefully crafted messaging alone. Reputation is built through behaviour. It is revealed by how organizations respond when challenges arise. Every organization will face difficult moments.
Catherine Cameron
Aug 55 min read