Anne Marie Aikins on proactive reputation management in ‘good and really bad times’
“In the end, transparency and being available to the media always work to your advantage”
Resilience Unfiltered Coffee Chat Series
In this installment of the Resilience Unfiltered Series, I sit down with Anne Marie Aikins to chat about how organizations can approach the news in “good and really, really bad times” at a time of rapid media change. A veteran issues management strategist, author and former journalist, Anne Marie is a recognizable voice in Canada. She has served as chief spokesperson for Metrolinx, the regional public transit agency for the Greater Toronto and Hamilton Area, and held key media relations roles with Toronto Public Health and the Toronto Public Library.
Natalia
Anne Marie, as the former chief spokesperson for Metrolinx, you have an impressive track record of being the face of the organization in front of the cameras. Many executives shy away from the spotlight, fearing that someone will throw them a curveball and a single slip-up could ruin their reputation. Did you ever have moments when you just wanted to keep your head down and avoid the media altogether?
Anne Marie
I’ve never encountered a situation where I thought it was best to avoid talking to the media. Of course, there are many times in every spokesperson’s career when there are limits to what we can say – due to unknowns, legal implications, or an ongoing investigation. But there’s always something we can say. In some cases, I’ve recommended that a corporate spokesperson address the media instead of the CEO, particularly when legal implications were involved, and we needed to gather more facts.
That said, I honestly believe that, in the end, transparency and being available to the media always work to your advantage. That has always been my position, and I make it clear upfront before anyone hires me. That’s something I never compromise on. Most leaders respect this approach. If they don’t, it might be a sign that it’s time to move on.
Natalia
In my experience, misinformation and disinformation have become a significant new category of risk that organizations must prepare for. In some cases, the media give airtime to unproven claims. Do you see advantages in engaging with journalists in such situations?
Anne Marie
I want to clarify that I was referring specifically to mainstream media. This landscape is changing quickly. In recent years, we’ve seen fewer mainstream outlets and a rise in social and alternative media. Unfortunately, some of these newer platforms don’t hold the same ethical standards as traditional news organizations.
If something erupts in what I don’t consider an ethical publication, my job is to assess whether it’s worth clarifying the facts. Am I concerned their audience will be misinformed? Are other media likely to pick this up? Thinking through these questions helps me decide whether it’s worth getting ahead of the issue. There have been times where it was so made up, I felt it was better to just ignore it.
Natalia
In our earlier chat, you mentioned that a remedy for the fear of media interviews is a proactive reputation management strategy. I believe it was Canadian columnist Don Martin who compared positive media relations to fire insurance. Can you elaborate on how proactive reputation management helps mitigate risk?
Anne Marie
Some executives think, “Well, I don’t need to worry about media relations. We have plenty of clients, and we get them through marketing, not earned media.” But the truth is, the public and your clients need to a reason to trust you. It’s often referred to as a goodwill bank. You are making deposits every time you reach out to the public and your clients – even if it’s just lighthearted marketing stuff.
When things go bad – as they inevitably do – you have that goodwill reserve to rely on. You never want to be building your reputation during a crisis. By investing in it during the good times, you ensure you have goodwill to draw on when something goes wrong.
Natalia
With so much turnover in the media, do journalists even remember which organizations have been in touch with them “in good times” – especially smaller companies that aren’t usually in the spotlight?
Anne Marie
Yes, newsrooms are getting smaller and smaller. But the first thing journalists still do is check their own bank of stories about an organization. If you’ve got a super bad story out there ruining your reputation, it’s going to stay in that bank for a very long time. You might wonder, “Why do they keep resurfacing that story? It’s 15 years old!” Well, it’s still in the bank. Replacing that narrative takes a lot of time and effort. That means investing in your media team, not just your marketing team. As newsrooms shrink, it’s also harder and harder to get their attention – unless it’s bad news. That’s why it’s so important to nurture relationships with journalists, both new and existing. It’s all part of filling up your goodwill bank account.
Beyond your organization’s reputation, you also need to think about your own. When you call the media or show up to their events, you’re creating personal connections and building trust over time. Unfortunately, most clients only call us when sh*t hits the fan and they are in big trouble. I wish we could fix it for them, but, at that point, all we can do is help them get through the mess. The key is to invest in your goodwill bank before the crisis hits – because it’s inevitably going to hit for all of us.
Natalia
Really negative situations, such as fraud or an embarrassing investigation outcome, often lead organizations to retreat into silent mode. Are there compelling arguments to put in front of leadership to engage with the media, especially when executives feel there’s nothing positive to gain from speaking out?
Anne Marie
It’s not just about what arguments you make. It’s also about who you speak with in the organization. You need to engage with the legal department, not just the CEO. Legal advisors, in their fail-safe mode, tend to focus on liability and costs, which are, of course, very important things to think about. But reputation is not their primary concern. Often, their knee-jerk reaction is to tell executives, 'Don’t say anything.'
In every organization I’ve worked with or represented, I’ve made it a priority to build trust with the legal team. They need to understand that I know what can and can’t be said. Organizations often rely heavily on their legal team, who they pay a lot to protect them. They need to understand that that’s my job as well. I protect the reputation of the organization.
Executives often don’t see a bad issue coming. Conversely, they may blow an insignificant situation out of proportion. I’ve had clients come to me saying, 'This is going to be on the front page of the Toronto Star,' only to find it’s such an internal industry issue that wouldn’t gain mainstream media traction. To put them at ease, I give them messages to guide their communications and, sometimes, strategies to fill their goodwill bank.
It takes many years of experience in issues management to develop a sense for what’s really going to blow up – and what factors can make it blow up.
Natalia
Jim Lukaszewski, a veteran U.S. crisis consultant, says every crisis is an issue, but not every issue is a crisis. Do you have tips for spokespeople who may not have decades of industry experience to win the trust of the CEO and legal team?
Anne Marie
The worst time to build that trust is during a crisis. Start fostering relationships before it hits. Look for opportunities to have informal conversations – like grabbing a coffee – and ask executives if they’ve considered the communication implications of certain decisions. It can be tough. While this is changing, some organizations haven’t historically brought their communications staff into decision-making or issue discussions. In fact, some chief communications officers still don’t have a seat at the most important tables. Whenever I was brought to the table too late, I’d always point that out. It’s critical to demonstrate your value early on, so that when a crisis hits, you’ve already built that foundation of trust and credibility.
Natalia
Do you think the role of a communicator extends to saying, “I don’t think this is the right move” instead of “Are you aware of its communication implications”?
Anne Marie
I’d insist on starting a dialogue and asking questions. For example, “Can you explain the rationale for making this decision? How did we come to it?” Sometimes, it’s about money – something people can usually understand when explained well. We all want good value for our money. If a decision saves half the cost, it’s easier to justify. Other times, the rationale might be that the government requires it, or there are legal implications involved. Questions encourage executives to think critically. They might realize there’s really no strong rationale for their move beyond “This is the way we’ve always done it.” In some cases, they reconsider. If they stick to their decision, I might say, “Are you aware that this could lead to significant media attention and backlash from customers?” My job is to communicate the decision they make – even if it’s later reversed due to backlash. Now, it’s up to me to explain why the decision changed. When executives are transparent, even very tough situations can be managed well. Without transparency, navigating issues effectively becomes almost impossible.
Natalia
In an uncertain economy, some communicators might worry about job security. Is it safer to go with the flow rather than risk saying something the CEO doesn’t want to hear?
Anne Marie
It may feel safer, especially if you haven’t had the time or opportunity to build up your goodwill bank with the CEO. But there’s a real risk in not sharing your honest opinion. If something blows up, the blame may still land on you. Executives might be a little annoyed when you challenge their thinking or push them to go back to the drawing board, but they will trust you more when your warnings prove accurate.
Having mentors outside your organization can help you navigate these tough decisions. They can provide perspective when you ask, “Do you think speaking up here is worth the risk?” Experienced mentors will remind you that taking calculated risks is essential to building your reputation. If you always play it safe, you might miss opportunities to establish yourself as a trusted advisor.
Natalia
Switching gears, can you share the story behind the suicide prevention crisis communications plan at Metrolinx that won an IABC Gold Quill Award?
Anne Marie
When I arrived in the rail industry years ago, I was struck by how routine fatalities on the tracks were – most of them suicides, occurring 12 to 20 times a year. The human toll was staggering. I witnessed the impact on our staff: train operators, transit safety officers who cleaned up at the scene, and those who had to deliver devastating news to families. Yet, the industry did not talk about it. Euphemisms like “trespasser” were common, driven by concerns about legal liability and an outdated belief in the contagion theories, which suggested that talking about suicide might encourage others to attempt it. The media followed a similar unspoken taboo. Reporters would call and almost whisper, “Was it suicide?” If I replied, “Yes, it appears to be,” they’d respond, “Well, our policy is to not report it.”
Step by step, we worked to shift the narrative, helping colleagues understand that it was possible to talk about suicide in a compassionate and responsible way. Newer research showed that, while graphic or detailed accounts could be harmful, thoughtful communication could reduce stigma and even save lives. Language mattered. For example, saying “died by suicide” was more respectful than “committed suicide,” which carried connotations of crime. Our communications plan focused on humanity and care: acknowledging the loss, offering condolences to families and loved ones, and recognizing the emotional toll on staff and first responders. Over time, we saw other transit agencies quietly adopting our approach. The most meaningful validation, however, came from surviving family members and staff who reached out to share how much the change had meant to them. We didn’t just reframe how we talked about suicide – we also fostered healing and understanding across our community.
Natalia
Thank you for sharing this powerful story. Now, for my final question. These are anything but business-as-usual times. People are weary of bad news and often skeptical of organizational messaging. Do you have any final words of wisdom for spokespeople preparing for media interviews in today’s challenging environment?
Anne Marie
Get as much training as you can – it builds confidence and helps refine your skills. Complement your training by observing spokespeople you admire. Personally, I am inspired by former fire chief Matthew Pegg, who led us through the pandemic with remarkable poise. Every single day, he appeared on camera to reassure, guide, and tell us the truth – even when it was hard. I’d turn on CP24 at 5 a.m., and there he’d be, on the scene of a major fire, leading with calm authority. Another great example is former Toronto Transit Commission (TTC) chief Andy Byford. He has a compassionate tone. He’s very understandable. Unafraid. These CEOs have huge goodwill banks. They were never afraid to apologize when necessary and mean it. When it comes to chief comms officers, I continue to learn from Brad Ross, a former spokesperson for the Toronto Transit Commission (TTC) and the City of Toronto. His ability to communicate effectively, even in high-pressure situations, remains a benchmark in our field.
Natalia
Anne Marie, I am so grateful for this conversation and the opportunity to learn from you.
Natalia Smalyuk is an award-winning advisor and trainer specializing in strategic communication, crisis resilience and stakeholder engagement. She leads NBAU, a Women Business Enterprise (WBE) certified communication consultancy. What is NBAU? Not Business as Usual. Why NBAU? Because there’s no such thing as business as usual for leaders who think ahead and see a landscape of opportunity — and risk — across the unchartered global space. NBAU supports organizations in building resilience before, during and after adverse events with a unique crisis planning and training model that broadens the understanding of crises and enables positive action in an uncertain world.
Earlier chats in the Resilience Unfiltered Series:
Coffee chat with Kim Clark: is there a way to get layoffs right?
A coffee break Q&A with Alexander Rau: “Cyber resilience is a marathon, not a sprint”
A coffee Q&A with Helio Fred Garcia: the agony of decisions and the power of patterns in a crisis
A coffee Q&A with Christal Austin: climate emergency & disaster preparedness