We are in a new era of Public Relations. In the last few years, the importance of reputation management has undergone a sea change. More brands and clients, especially from the leadership teams, are viewing Public Relations from a close range. The industry has undergone a radical change with the advent of social media, which has to a large extent changed the approach to Public Relations. We have a relatively new and young audience that we need to face in the coming years so there are bigger challenges for brands and PR practitioners, who have to be more agile and proactive in their thinking to draw up business solutions for clients.In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry.In an exclusive conversation with Adgully, Sheena Sharma, Chief Officer, Issues & Crisis and Client Studio at Burson Group India, shares the inspiration behind her decision to pursue a career in the PR industry. She also provides insights into her role, discusses common mistakes companies make when navigating a crisis and how to avoid them, and explains how she approaches creating a communication defense strategy for sensitive situations. She also highlights the trends shaping the future of crisis communication and corporate reputation in India and South Asia, and much more.You bring over three decades of experience in public relations and communications. What initially inspired you to pursue this career path? How has the industry evolved since you started?My journey in the PR and communications world had a rather unconventional route. I was deeply fascinated with psychology and was intrigued by the intricacies of the human mind and the complexities of human behaviour. This interest naturally evolved into a curiosity about brand psychology – how companies become brands and position themselves, how they connect with people on an emotional level, build relationships, etc. This is how I was introduced to public relations (PR) and learned about its potential to influence perceptions, shape narratives and build trust. One of the core elements of PR is to create meaningful connections between organisations and their stakeholders. The profound impact of communication strategies in building and protecting reputation, navigating complex challenges and more drew me to this dynamic space.Now that I look back in time, so much has changed over the past three decades. Most prominently, the use of AI has been pivotal. Thirty years ago, we could not have imagined what AI enables us to do today, particularly in terms of using cognitive AI to predict the potential impact of messaging on the target audiences and optimise them for maximum effectiveness of campaigns. But today, we do not just leverage AI but are involved in delivering AI-powered strategies, using algorithm-driven insights and leveraging data analytics to get insights into audiences’ behaviour. Moreover, with the rise of data analytics, PR has become a more precisely measurable and data-driven discipline. The convergence of digital with traditional PR has been truly remarkable, and I am sure we are yet to witness a lot more transformation and evolution in this continually evolving space.As Burson India’s Chief Issues & Crisis Officer, you play a critical role in helping clients manage reputation risks. Could you share what your role entails on a day-to-day basis?In my role, my utmost priority is to protect the clients’ reputation by mapping potential risks and counselling them on how to navigate challenges. My key focus is to not let things reach the point of crisis. I work with clients to help them develop preparedness plans for a diverse range of crisis scenarios. A big part of my role is to have sessions with them where I assess their potential reputational risks and undertake training sessions. Conducting crisis simulations is a key part of these sessions, where I prepare them to manage a crisis effectively and ensure they act responsibly. When an actual crisis hits, as their strategic advisor I guide clients through the complexities of the situation and counsel them on how they can protect their reputation and restore stakeholder trust.Crisis management is a high-stakes environment that demands clear communication and a deep understanding of the interplay between media, public perception and business operations. My goal is to empower clients to not only survive a crisis, but also emerge stronger and more resilient. If and when a crisis strikes that we have not prepared for, my day typically revolves around going through data to gather information on the key challenges, media perception about these issues and their potential impact on the stakeholders. This data enables us to develop and execute on an agreed strategy and plan with the client. If the crisis is, in fact, one we’ve planned for, we use the same data and information gathering process to augment or update our plans as required. So, as you can see, my day is usually packed with client meetings and calls, where I am either solving their crises or discussing the next steps with my team.One of the AI tools that is making my day easier is Burson Decipher, our new cognitive AI offering for clients. Decipher scans through hundreds of millions of data points to help predict which messaging, communications and content will have the highest impact on a target audience. In a stressful situation like a crisis, Decipher’s data-backed forecasts help our clients develop and communicate impactful narratives with much more certainty.You lead Burson India’s proprietary crisis framework. Could you walk us through some of the important elements of the same?Vulnerability assessment and risk mapping are the first steps for crisis preparedness, followed by creating a comprehensive plan. The roles within the team are defined and relevant training and sessions are organised to prepare everyone for effective crisis management.When it comes to crisis response, a number of actions are executed in parallel. These include continuous monitoring of traditional, social and digital media to understand how the crisis is evolving, identifying the key stakeholders and the issues most important to them relating to the crisis, developing our strategy and key messaging that is responsive to the ever-changing situation. The stakeholders are often both internal and external, so the engagement programme often spans media, internal communications, ORM, and direct stakeholder outreach.In your experience, what are some common mistakes that companies make when navigating a crisis, and how can they avoid them?In today’s digital age, everything travels at lightning speed, whether it’s news or misinformation. An issue can transform into a crisis in a snap. One common mistake that can cost businesses immensely is a delayed response. Not responding quickly and strategically can pose a serious threat to the client’s reputation. We may not have a solution immediately; however, a simple acknowledgment of the situation, a commitment to investigating the matter thoroughly and a reassurance that the right measures will be taken soon can go a long way in mitigating initial damage.Another common shortcoming is a lack of transparency. Any attempt to conceal facts or share incomplete information can further aggravate the situation. Given the connected world we live in, you can’t hide facts for long, nor should you. Proactively honest and open communication during such adversities is vital to restoring public trust and dealing with the challenge smoothly. And most importantly, failing to show empathy to those affected by a crisis can cause severe reputational damage. Taking responsibility and showing genuine concern are thus important aspects of crisis management.To avoid these pitfalls, proactive planning is required. We need to prioritise preparedness and conduct regular training to help brands protect their hard-earned reputations.Managing crises such as plant closures, union flare-ups, or mergers can be incredibly complex. How do you approach creating a communication defense strategy for sensitive situations?There are so many situations when a crisis is a highly sensitive situation. Overcoming them requires a multifaceted approach with no shortage of empathy: Communication strategies during such challenging times require a thorough assessment of the situation, an understanding of the sensitivities involved, the potential impact on different groups, etc.Defining goals from the outset is crucial so we can outline our strategy for achieving them. Do we wish to protect reputation, ensure employee well-being or simply facilitate a smooth transition? Or all of the above?We pay special attention to creating clear, concise and empathetic messages that address stakeholder concerns directly, acknowledge the difficulties and share the organisation’s commitment to resolving them.After this, we identify the right communication channels to ensure our narrative reaches the target audience effectively.A key component of this plan is stakeholder engagement. Direct communications that address the concerns of each stakeholder audience will help build a clear understanding of the situation. To achieve this, it’s imperative to understand the key challenges and gather insights into the media perception of these issues and the stakeholders’ response through in-depth research.With the rise of social media, how has the nature of crisis management changed? Do you think companies are adequately prepared to manage online reputation risks?Due to social media, the speed at which crises unfold has accelerated, their potential impact has amplified, and the flow of information has become instant and democratised. So, the approach to crisis management has also changed. Earlier, we used to take time to prepare plans, issue statements and activate contingency plans. But now, everything has to be quick yet strategic and effective, so businesses are warming up to the idea of preparedness and understand that being prepared helps them to deal with complexities and ensure timely action.As a result, crisis management is now a core function. Organisations today increasingly invest in resources, talent and training initiatives to have a strong online reputation management system. However, many companies continue to have a siloed approach, and it is important to build crisis management and online reputation management as distinct functions. Additionally, many companies still function reactively rather than being proactive.I’d like to add here that given the rise of AI-driven data analytics, it is easier to track and understand the evolution of a crisis on social media in real-time. You know much faster if someone influential has written negatively about your company, and before it spreads, you can create more targeted response strategies. So, the proliferation of social media has definite positives and negatives.How important is employee communication during times of organizational change, such as mergers or restructuring, and what strategies do you recommend to ensure transparency and trust?Employee communication is critical, as this group is well-placed to be your brand champions. Given that they are on the inside, they also have a first-hand view of the situation in many cases. For instance, organisational change such as leadership transition, merger, acquisition, etc., can cause unrest among employees. Such periods are unsettling, leaving them uncertain and anxious about their futures. Executives and leaders should never assume that employees understand why such transitions are happening. This is why employee communication is extremely important to explain the changes and the reasoning behind their occurrence.To foster a smoother transition, we need a strong plan to drive open, honest and frequent communication.First things first, don’t wait for long. As and when things are shaping up, share the news with your employees. Even if you acknowledge the change and the ongoing process, this will go a long way in building trust and transparency.Next, leaders must clearly explain to the employees the rationale behind the change and how it will benefit the organisation and them. People can understand once they know the bigger picture. When this communication directly comes from the leadership, the employees feel valued and included in the journey.One of the common mistakes leaders make is facilitating one-sided communication. Instead, it should be a two-way dialogue, where employees have the chance to ask their questions and share feedback.These small steps go a long way in navigating change more effectively and maintaining a positive and productive work environment.Organisational transitions are not the only times employees are critical in a crisis. Even when there’s an external stakeholder facing an issue, employees can help spread a more positive narrative. During the 2015 Maggi crisis, for instance, employees played a very important role in mitigating misinformation.What trends or developments do you see shaping the future of crisis communication and corporate reputation in India and South Asia?Today, running an organisation without a crisis communication strategy is like steering a ship without navigation. Crisis communication has taken new forms and dimensions with technology gaining prominence and the rise of social media. However, in the future, this dynamic space will evolve even more. One of the notable trends will be even more proactive and increased stakeholder engagement. Stakeholders are becoming more vocal about their expectations. Their need for greater transparency will grow even more in the future. Additionally, the complexities of crisis will evolve, and this will require adaptability and flexibility in the way we approach crisis management. Moreover, there will be a greater need to develop comprehensive crisis management plans and build cross-functional teams to effectively navigate these challenges. Hopefully, we will see more companies transitioning from a reactive to a proactive approach towards crisis management.You bring over three decades of experience in public relations and communications. What initially inspired you to pursue this career path? How has the industry evolved since you started?My journey in the PR and communications world had a rather unconventional route. I was deeply fascinated with psychology and was intrigued by the intricacies of the human mind and the complexities of human behaviour. This interest naturally evolved into a curiosity about brand psychology – how companies become brands and position themselves, how they connect with people on an emotional level, build relationships, etc. This is how I was introduced to public relations (PR) and learned about its potential to influence perceptions, shape narratives and build trust. One of the core elements of PR is to create meaningful connections between organisations and their stakeholders. The profound impact of communication strategies in building and protecting reputation, navigating complex challenges and more drew me to this dynamic space.Now that I look back in time, so much has changed over the past three decades. Most prominently, the use of AI has been pivotal. Thirty years ago, we could not have imagined what AI enables us to do today, particularly in terms of using cognitive AI to predict the potential impact of messaging on the target audiences and optimise them for maximum effectiveness of campaigns. But today, we do not just leverage AI but are involved in delivering AI-powered strategies, using algorithm-driven insights and leveraging data analytics to get insights into audiences’ behaviour. Moreover, with the rise of data analytics, PR has become a more precisely measurable and data-driven discipline. The convergence of digital with traditional PR has been truly remarkable, and I am sure we are yet to witness a lot more transformation and evolution in this continually evolving space.As Burson India’s Chief Issues & Crisis Officer, you play a critical role in helping clients manage reputation risks. Could you share what your role entails on a day-to-day basis?In my role, my utmost priority is to protect the clients’ reputation by mapping potential risks and counselling them on how to navigate challenges. My key focus is to not let things reach the point of crisis. I work with clients to help them develop preparedness plans for a diverse range of crisis scenarios. A big part of my role is to have sessions with them where I assess their potential reputational risks and undertake training sessions. Conducting crisis simulations is a key part of these sessions, where I prepare them to manage a crisis effectively and ensure they act responsibly. When an actual crisis hits, as their strategic advisor I guide clients through the complexities of the situation and counsel them on how they can protect their reputation and restore stakeholder trust.Crisis management is a high-stakes environment that demands clear communication and a deep understanding of the interplay between media, public perception and business operations. My goal is to empower clients to not only survive a crisis, but also emerge stronger and more resilient. If and when a crisis strikes that we have not prepared for, my day typically revolves around going through data to gather information on the key challenges, media perception about these issues and their potential impact on the stakeholders. This data enables us to develop and execute on an agreed strategy and plan with the client. If the crisis is, in fact, one we’ve planned for, we use the same data and information gathering process to augment or update our plans as required. So, as you can see, my day is usually packed with client meetings and calls, where I am either solving their crises or discussing the next steps with my team.One of the AI tools that is making my day easier is Burson Decipher, our new cognitive AI offering for clients. Decipher scans through hundreds of millions of data points to help predict which messaging, communications and content will have the highest impact on a target audience. In a stressful situation like a crisis, Decipher’s data-backed forecasts help our clients develop and communicate impactful narratives with much more certainty.You lead Burson India’s proprietary crisis framework. Could you walk us through some of the important elements of the same?Vulnerability assessment and risk mapping are the first steps for crisis preparedness, followed by creating a comprehensive plan. The roles within the team are defined and relevant training and sessions are organised to prepare everyone for effective crisis management.When it comes to crisis response, a number of actions are executed in parallel. These include continuous monitoring of traditional, social and digital media to understand how the crisis is evolving, identifying the key stakeholders and the issues most important to them relating to the crisis, developing our strategy and key messaging that is responsive to the ever-changing situation. The stakeholders are often both internal and external, so the engagement programme often spans media, internal communications, ORM, and direct stakeholder outreach.In your experience, what are some common mistakes that companies make when navigating a crisis, and how can they avoid them?In today’s digital age, everything travels at lightning speed, whether it’s news or misinformation. An issue can transform into a crisis in a snap. One common mistake that can cost businesses immensely is a delayed response. Not responding quickly and strategically can pose a serious threat to the client’s reputation. We may not have a solution immediately; however, a simple acknowledgment of the situation, a commitment to investigating the matter thoroughly and a reassurance that the right measures will be taken soon can go a long way in mitigating initial damage.Another common shortcoming is a lack of transparency. Any attempt to conceal facts or share incomplete information can further aggravate the situation. Given the connected world we live in, you can’t hide facts for long, nor should you. Proactively honest and open communication during such adversities is vital to restoring public trust and dealing with the challenge smoothly. And most importantly, failing to show empathy to those affected by a crisis can cause severe reputational damage. Taking responsibility and showing genuine concern are thus important aspects of crisis management.To avoid these pitfalls, proactive planning is required. We need to prioritise preparedness and conduct regular training to help brands protect their hard-earned reputations.Managing crises such as plant closures, union flare-ups, or mergers can be incredibly complex. How do you approach creating a communication defense strategy for sensitive situations?There are so many situations when a crisis is a highly sensitive situation. Overcoming them requires a multifaceted approach with no shortage of empathy: Communication strategies during such challenging times require a thorough assessment of the situation, an understanding of the sensitivities involved, the potential impact on different groups, etc.Defining goals from the outset is crucial so we can outline our strategy for achieving them. Do we wish to protect reputation, ensure employee well-being or simply facilitate a smooth transition? Or all of the above?We pay special attention to creating clear, concise and empathetic messages that address stakeholder concerns directly, acknowledge the difficulties and share the organisation’s commitment to resolving them.After this, we identify the right communication channels to ensure our narrative reaches the target audience effectively.A key component of this plan is stakeholder engagement. Direct communications that address the concerns of each stakeholder audience will help build a clear understanding of the situation. To achieve this, it’s imperative to understand the key challenges and gather insights into the media perception of these issues and the stakeholders’ response through in-depth research.With the rise of social media, how has the nature of crisis management changed? Do you think companies are adequately prepared to manage online reputation risks?Due to social media, the speed at which crises unfold has accelerated, their potential impact has amplified, and the flow of information has become instant and democratised. So, the approach to crisis management has also changed. Earlier, we used to take time to prepare plans, issue statements and activate contingency plans. But now, everything has to be quick yet strategic and effective, so businesses are warming up to the idea of preparedness and understand that being prepared helps them to deal with complexities and ensure timely action.As a result, crisis management is now a core function. Organisations today increasingly invest in resources, talent and training initiatives to have a strong online reputation management system. However, many companies continue to have a siloed approach, and it is important to build crisis management and online reputation management as distinct functions. Additionally, many companies still function reactively rather than being proactive.I’d like to add here that given the rise of AI-driven data analytics, it is easier to track and understand the evolution of a crisis on social media in real-time. You know much faster if someone influential has written negatively about your company, and before it spreads, you can create more targeted response strategies. So, the proliferation of social media has definite positives and negatives.How important is employee communication during times of organizational change, such as mergers or restructuring, and what strategies do you recommend to ensure transparency and trust?Employee communication is critical, as this group is well-placed to be your brand champions. Given that they are on the inside, they also have a first-hand view of the situation in many cases. For instance, organisational change such as leadership transition, merger, acquisition, etc., can cause unrest among employees. Such periods are unsettling, leaving them uncertain and anxious about their futures. Executives and leaders should never assume that employees understand why such transitions are happening. This is why employee communication is extremely important to explain the changes and the reasoning behind their occurrence.To foster a smoother transition, we need a strong plan to drive open, honest and frequent communication.First things first, don’t wait for long. As and when things are shaping up, share the news with your employees. Even if you acknowledge the change and the ongoing process, this will go a long way in building trust and transparency.Next, leaders must clearly explain to the employees the rationale behind the change and how it will benefit the organisation and them. People can understand once they know the bigger picture. When this communication directly comes from the leadership, the employees feel valued and included in the journey.One of the common mistakes leaders make is facilitating one-sided communication. Instead, it should be a two-way dialogue, where employees have the chance to ask their questions and share feedback.These small steps go a long way in navigating change more effectively and maintaining a positive and productive work environment.Organisational transitions are not the only times employees are critical in a crisis. Even when there’s an external stakeholder facing an issue, employees can help spread a more positive narrative. During the 2015 Maggi crisis, for instance, employees played a very important role in mitigating misinformation.What trends or developments do you see shaping the future of crisis communication and corporate reputation in India and South Asia?Today, running an organisation without a crisis communication strategy is like steering a ship without navigation. Crisis communication has taken new forms and dimensions with technology gaining prominence and the rise of social media. However, in the future, this dynamic space will evolve even more. One of the notable trends will be even more proactive and increased stakeholder engagement. Stakeholders are becoming more vocal about their expectations. Their need for greater transparency will grow even more in the future. Additionally, the complexities of crisis will evolve, and this will require adaptability and flexibility in the way we approach crisis management. Moreover, there will be a greater need to develop comprehensive crisis management plans and build cross-functional teams to effectively navigate these challenges. Hopefully, we will see more companies transitioning from a reactive to a proactive approach towards crisis management.Today, with AI entering the picture, it is more than a buzzword; it has become an ally. And when it comes to crisis management, we will see profound transformations and evolution with artificial intelligence. The future of crisis management, powered by AI, will be defined by proactive mitigation, real-time responsiveness, and data-driven decision-making, all complement to human judgment and expertise.Finally, as a veteran leader in PR, what is one crisis that you managed that stands out in your career, and what were the key learnings?Having spent over three decades in the PR and comms industry, I have managed hundreds of issues and crises. However, I am grateful that they were managed timely and effectively. The nature of these situations requires confidentiality and prevents me from sharing them in the public forum.But I must say that every issue, major or minor, has taught me something valuable. Two lessons gathered along the way that stay with me are transparency and teamwork. Transparency and honesty are the bedrock of the most effective strategies, ensuring authenticity and consistency. Secondly, crisis management is a team effort. Teamwork, both internally and with the client, is essential to navigate a crisis effectively. We can achieve the best possible outcomes for our clients with collaboration.