Crisis Communications Lessons from the Tragic Assassination of UnitedHealthcare’s CEO

This article ran first in Crain’s Cleveland Business on December 19, 2024.

By Bruce Hennes, CEO, Hennes Communications

This article examines the crisis communications lessons from the tragic assassination of UnitedHealthcare’s CEO, Brian Thompson. It critiques the company’s public statements and explores the broader ethical and reputational challenges facing UnitedHealthcare in light of this tragedy and ongoing public criticism of its business practices. Drawing on principles of effective crisis management, the piece argues that dramatic situations like this compel organizations to not only address the immediate crisis but also reassess systemic issues, ensuring their actions align with ethical standards and public expectations. The article offers actionable insights for businesses grappling with crises that test their integrity.

Why It’s Timely and Unique

The assassination of a CEO is a rare and deeply shocking event, presenting unique challenges for corporate communications. Coupled with recent Senate findings about UnitedHealthcare’s denial practices, this tragedy underscores the need for corporations to align their public messaging with ethical introspection. At a time when public trust in corporations is fragile, this article highlights the essential interplay between crisis communications and moral accountability, offering timely insights for business leaders navigating similar high-stakes situations.

Crisis Communications Lessons from the Tragic Assassination of United HealthCare’s CEO

UnitedHealthcare didn’t ask for my advice, but a reporter from Bloomberg News did, calling me a few days before the alleged assassin was arrested, asking for my analysis of the situation from the perspective of a crisis communications consultant. The reporter wanted to know what advice I would give UnitedHealthcare about their external communications.

On December 4, the company issued this statement:

“We are deeply saddened and shocked at the passing of our dear friend and colleague Brian Thompson, the CEO of UnitedHealthcare. Brian was a highly respected colleague and friend to all who worked with him. We are working closely with the New York Police Department and ask for your patience and understanding during this difficult time. Our hearts go out to Brian’s family and all who were close to him.”

I told the reporter that this initial statement was perfectly adequate. It was short, to the point, and typical of what is usually said in the immediate aftermath of such crises.

The next day, UnitedHealthcare issued a second statement:

“While our hearts are broken, we have been touched by the huge outpouring of kindness and support in the hours since this horrific crime took place.

At first, I was impressed. The statement struck the right tone—until I reached the line: “We…will continue to be there for those who depend upon us for their health care.” That sentence stopped me cold. It felt like a marketing message awkwardly inserted into an otherwise heartfelt statement.

Responding to Social Media Outrage

When asked if the company should respond to the tens of thousands of social media posts accusing UnitedHealthcare of prioritizing profits over patient care, my advice was clear: avoid engaging in point-by-point rebuttals. Instead, go radio silent.

Over the next few days, however, it became clear that the exponentially expanding outrage about the company’s practices to deny and delay medical claims was based on the experience of thousands of suffering individuals and families. It caused me to conclude that radio silence needed to be replaced with at least an acknowledgement of the concerns raised and a promise to address those concerns.

The Need for Introspection

When the reporter pushed me on whether the company could or should do more, my answer was yes. Management could stand pat, continue to post record profits, and hope the outrage fades. But perhaps a better course of action would be to use this tragedy as an opportunity for the board of directors to step back and reevaluate the company’s practices given the context in which it occurred.

That context includes a recent Senate Permanent Subcommittee on Investigations report which revealed that UnitedHealthcare more than doubled care denials following hospital stays between 2020 and 2022, far outpacing competitors like Humana.

When companies prioritize profits over customer welfare, it’s no longer just a business issue; it’s a moral one.

Crisis Communications vs. Public Relations

This situation underscores the difference between traditional public relations and crisis management. As I often tell clients, you can’t spin your way out of bad behavior. Wells Fargo’s fake account scandal and Volkswagen’s emissions test fraud are infamous examples of corporate misconduct where attempts at damage control only compounded public distrust. In both cases, the penalties were insufficient to prevent recurrence or truly repair reputations.

UnitedHealthcare’s crisis highlights another key principle of crisis communications: it’s not simply about saying the right thing. Even more important, it’s about doing the right thing.

The Crisis Communications Playbook

When a crisis like this occurs, the playbook is simple:

1. Immediate acknowledgment: Express shock and sadness without speculation.
2. Express condolences: Show empathy for those affected.
3. Communicate facts: Avoid conjecture.
4. Designate a spokesperson: Ensure consistent messaging.
5. Engage with media: Be transparent.
6. Support employees: Address safety concerns and provide resources.
7. Monitor social media: Track conversations and sentiment.
8. Prevent recurrence: Take tangible steps to address root causes.

For UnitedHealthcare, Step 8 means rethinking business practices that have led to public dissatisfaction. As the Sackler family learned with Purdue Pharma and the opioid crisis, actions speak louder than words – and ignoring systemic issues can lead to long-term reputational damage.

Final Thoughts

Crises test the integrity of organizations. They reveal whether a company values profits above all else or is willing to accept accountability and make changes. UnitedHealthcare’s response to this tragedy was adequate in the immediate term, but the way the company handles this crisis in the long-term will define its legacy.
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Bruce Hennes is CEO of Hennes Communications. The firm has been recognized by Chambers and Partners, a premier global legal research firm, as one of the top crisis PR firms in the United States. This distinction places Hennes Communications among an exclusive group of only 18 U.S. communications consulting firms featured in the Chambers’ 2024 Crisis & Risk Management category. Mr. Hennes also serves on the board of the Cleveland Metropolitan Bar Association and he is an associate professor at the Scripps College of Communication at Ohio University. For more information: www.crisiscommunications.com

Copyright 2024 Hennes Communications  All rights reserved.

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