Rugby’s recent hot topic was how George North’s concussion was dealt with, which resulted in concerns being raised about whether appropriate action was taken and its impact on Rugby Union’s reputation.
Paul Rees wrote an excellent article for the Guardian (12 February) that sums this up perfectly. He states that the future of the players and sport depends on action being taken to treat concussion with the importance it deserves.
Image and reputation is inextricably linked with stakeholders, and therefore a damaged reputation can have seriously harmful repercussions.
If the Rugby Union is not properly looking after it’s key stakeholders, the players, by risking their health then it calls into question rugby’s credibility. Rugby’s image and reputation becomes damaged and this then loses other essential stakeholders – the fans and the funding.
When things go wrong mitigation is key and rugby’s swift action on concussion has limited the damage to the Union’s image and to the players.
George North’s case emphasised Rugby Union’s concussion protocol and it’s importance. But, there was considerable outrage with how it was dealt with and his welfare.
After George North’s concussion debacle it was rumoured that players often pushed themselves back to playing before they were ready, in fear of losing their place on the team. Other comments circulated that coaches were the culprits making players return. The comments didn’t go away.
Given the nature of rugby, it wasn’t long until another high-profile case presented itself and after Mike Brown went out cold during the Valentines Day match against Italy, PR went in to overdrive from the England camp. It was the perfect opportunity to rescue rugby’s reputation from what happened mere weeks earlier with George North. It was time for communication.
Multiple news stories and updates were issued stipulating that Mike Brown is being protected by existing protocol and that he will not be returning until all symptoms are gone. Mitigation, through strategic PR communication, did its job and the concussion protocol fever has been sated for now. Here are some of the quotes that were released from the England camp…
“This morning Mike woke up not feeling 100%. The right and proper thing to do was to make the call. His health is the main priority here and we need to get him right for the next game. The symptoms aren’t too severe whatsoever, just a little headache. He’s fine in himself and is chirpy enough, but it just isn’t worth the risk because his health comes first.” assistant coach Andy Farrell said.
England head coach Stuart Lancaster said the squad’s medical staff would continue to work with Brown to “get him back to full health”.
Although this is great news for Mike Brown’s welfare, this does mean that he will miss today’s Six Nation Ireland v England match, much to the disappointment of England rugby fans, Stuart Lancaster and the rest of the coaching team. But, in this instance, the risk is too big to chance. Everyone involved knows this and the right decision has been made. Well done Stuart. England 1 – 0 Wales.
Taking risks for reputation enhancement is not a new topic in PR and it is something I have written about before. Recently, the article I posted about Madonna at the 2015 Brit awards, talked about how far is too far in PR, using the example of Red Bull who risked a life for PR purposes. Like I said before, if the live jump from space had gone wrong then the damage to the brand would have been unprecedented. Instead it’s secured their place in the top brands of the world. Risk can equal big rewards.
However, rugby isn’t just a brand or a product, it’s bigger than that, it’s a part of our society. It’s children developing important skills, the Sunday run about with the lads, it’s the first trip to a major stadium, it’s the highs and lows of following your team. Big risk here won’t work.
It seems rugby is aware of its position, the risk and the potential damage, even if the George North situation was a reminder of why the rules and protocol are there. In this instance, strategic PR was used to manage the expectations of its stakeholders. It facilitated communication with its stakeholders by saying ‘how we dealt with that was wrong, but look, we’ve learnt from our mistake’. Crisis averted.