In 1982, seven people died in Chicago when bottles of Tylenol were laced with potassium cyanide. The crime was tragic and senseless. People were afraid. If they couldn't feel safe buying over-the-counter medication from their trusted pharmacy, where could they feel safe?
Johnson &Johnson, the company that owns the painkiller brand, doesn't could have done nothing. After all, the investigation revealed that the Tylenol had been tampered with in post-production. It wasn't technically the company's fault. They could have hidden behind these results. But they didn't.
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Instead, the company issued warnings to hospitals and pharmacies. They ordered the production to stop. They recalled approximately 31 million bottles of Tylenol, costing them approximately $100 million in retail value, not to mention the additional loss of diminished trust in a brand. But it was undoubtedly the right thing to do – their actions have been hailed as one of the best public relations displays of a crisis.
Over time, Johnson &Johnson recovered from his loss. In fact, the company's response has led to a strong comeback that has positioned it as one of the top homeware brands, where it is today. It also prompted tighter security, warning labels, and tamper-evident seals to prevent a similar tragedy.
There's an important lesson here about accountability. Taking responsibility is not important only when a crisis can be blamed on you or your actions. Just like in the Tylenol case, the blame could be on a single person with bad intentions. But if it's your business or project, you own it. We must therefore take possession of it. Don't be the person behind a flimsy excuse.
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The next step is to work on reputation repair. When something goes wrong, there are ripple effects of negativity. People may view your organization or product – and you by association – as something they should be wary of. Now is the time to step forward, be transparent and outline your plans for regaining trust.
For Johnson &Johnson, that meant putting the safety of their customers ahead of their loss of revenue. While you'll probably never have to deal with such a morally clear decision, there are times when the needs of your business take precedence over the trust and loyalty of your customers.
Make a plan, then act on it. plan every day. Building trust takes time and dedication. You can come back stronger. People respect those who own and take action to fix mistakes.
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This article originally appeared in the January 2018 issue of SUCCESS magazine.
