Shootings Prove White House Needs Crisis Management Counselling

Crisis management has become one of the defining competencies of modern leadership. Whether the disruption comes from a global pandemic, a cybersecurity breach, a supply‑chain collapse, or a reputational firestorm ignited on social media, organizations are judged not by the crisis itself but by how they respond. The speed, clarity, and emotional intelligence of that response often determine whether a company emerges stronger or suffers lasting damage.

Crises today unfold in real time. Information spreads instantly, often before facts are verified. Stakeholders expect immediate acknowledgment, transparency, and a plan. Silence is interpreted as incompetence or indifference. This compressed timeline means leaders must operate with incomplete information while still projecting confidence and direction.

The paradox is that crises demand both urgency and restraint. Acting too slowly allows problems to metastasize; acting too quickly risks making decisions that worsen the situation. Effective crisis managers learn to navigate this tension by building systems and cultures that allow for rapid, coordinated action without sacrificing judgment.

One of the major services of my consulting firm was crisis management. In fact, I wrote a white paper on the subject. There are rules and procedures that mitigate the problem, but most folks in charge do not apply them. In fact, they do things that make the crisis worse.

That is exactly what is happening in Minnesota. Two fatal shootings at the hands of federal law enforcement officers have brought the issue of immigration enforcement to a fever pitch. The death of Renee Good created a second‑level crisis. There were mitigating factors, but the Trump administration handled it badly.

The killing of Alex Pretti pushed the crisis to the first level. The circumstances appeared more ominous – and the Trump administration responses were even worse.

A Crisis Mishandled from the Start

Crisis management begins with one foundational rule — acknowledge the event quickly, clearly, and factually – but do not speculate on causes and responsibilities until there is a thorough and credible investigation. Various White House officials failed at step one.

Instead of offering a concise statement expressing concern, outlining what was known, and committing to transparency, officials defaulted to defensiveness. That is the worst possible instinct in a crisis. It signals that the organization is more concerned with protecting itself than addressing the actual harm.

In the Good case, the administration had an opportunity to frame the narrative responsibly. There were legitimate complexities — operational context, officer safety considerations, and procedural questions that required investigation. Regardless of one’s political perspective, Good’s own actions contributed to her death. But rather than presenting those facts in a measured way, Homeland Security went into a blame game – needlessly demonizing the victim. The response came across as dismissive and damaged, rather than enhanced, credibility. When leaders appear indifferent to a loss of life and appear to be spinning the facts, they lose control of the public conversation instantly.

The Pretti case magnified the problem. The circumstances were different and the optics more damaging. It was a second gut punch that came at a time when the public was already primed to distrust the official spokespersons. Instead of recalibrating, the White House doubled down on the same flawed communication strategy – a rush to judgment with a hyperbolic spin and a tone that seemed more combative than compassionate.

In moments of uncertainty, people instinctively seek signals of stability. Employees want reassurance that their jobs and safety matter. Customers want to know if they can trust the manufacturer. Investors want to see competence and foresight. And in political matters, the public wants to trust the official response. The emotional dimension of crisis management is often underestimated, yet it is the foundation on which all technical responses rest. It is the reason so many Americans are in the streets protesting.

Leaders who communicate with empathy — acknowledging fear, confusion, or frustration — create psychological safety. This does not mean sugarcoating reality. In fact, research consistently shows that people prefer uncomfortable truth over vague rose-colored optimism.

What next?

Every crisis leaves a trail of lessons — but only if leaders are willing to examine them honestly. Post‑crisis reviews are often uncomfortable, especially when mistakes are made. Yet they are essential for building resilience.

Organizations that learn from crisis mismanagement do three things. They assume responsibility for mistakes, re-evaluate (change) their messaging and institute structural reforms,

The White House, trying to regain public confidence after a crisis in confidence over the ICE shootings, has to do more than issue self-serving statements. Confidence is rebuilt through behavior, consistency, and a willingness to confront uncomfortable truths. The public does not expect perfection, but it does expect competence, empathy, and accountability. When those elements are missing, trust erodes quickly. When they are restored, confidence follows.

A meaningful reset begins with transparent communication. That means providing timely updates, releasing verified facts, and avoiding the instinct to minimize or deflect. People can accept bad news. What they will not accept is the sense that information is being withheld. A clear commitment to transparency — including regular briefings and publicly available investigative timelines — signals seriousness and respect for the public.

Next comes visible accountability. The White House can demonstrate this by supporting independent reviews, cooperating fully with state and local authorities, and making it clear that no agency or official is above scrutiny. Accountability is not about assigning blame for political purposes. It is about showing that the government is capable of correcting itself. When leaders acknowledge mistakes and outline corrective actions, they regain credibility. It is important to understand that the side with the greatest credibility almost always wins. In some cases, credibility can only be regained by replacing those who have become symbols of incredibility.

Finally, the White House must commit to policy clarity and operational reform. If the crisis exposed gaps in enforcement procedures, training, or oversight, the administration should articulate a plan to fix them. Concrete steps — not vague assurances — show that lessons are being acted upon.

So, there ‘tis.