Bradley Akubuiro was doing his best to apologize.

He was on a borrowed cell phone talking to his girlfriend, explaining why the meeting he was in with the president of Rwanda went hours longer than expected. In the midst of his justification, the person he borrowed the phone from grabbed it back.

That person was Rev. Jesse Jackson Sr.

“Please don’t be mad at Bradley,” Jackson told her. “He makes his share of mistakes, but this time, it’s my fault.”

The bond between Bradley and Jackson was forged nearly 20 years ago, when Bradley was still in college. He heard the civil rights leader at a press conference and approached him afterward. Less than one month later, he was a speaker on Jackson’s international broadcast. He went on to advise Jackson and Rainbow PUSH leadership about education policy and advocacy.

Today, Bradley is a partner and head of the corporate communications practice at Bully Pulpit International, where he counsels leaders at organizations ranging from the National Football League to Levi Strauss & Co. through what he calls “moments of extraordinary transformation.” He is a nationally recognized expert in corporate and crisis communications and author of “Faster. Messier. Tougher.: Crisis Communication Strategies in an Era of Populism, AI, and Distrust,” released today by Entrepreneur Books.

On the cover, above the title, reads this endorsement from Jackson:

“Bradley’s words remind us that conviction still matters, and trust can still be earned.”

A communications journey

“Trust” is a monumental word to Bradley. Put simply, he sees it as the most important component of crisis communications—even more important than truth.

“People think crisis communications is about finding the perfect words,” Bradley told me. “It’s not. It’s about the relationship you’ve built before the crisis ever happens. If your stakeholders trust you, they’ll give you the benefit of the doubt. If they don’t, no statement is going to save you.”

Bradley’s professional journey from that first meeting with Jackson took him from Chicago to Liberia — where he helped rebuild governance after 14 years of civil war — to Washington, D.C. He was a management consultant at Booz Allen Hamilton, a communications manager at Pratt & Whitney, and a global director for corporate communications at United Technologies Corporation.

In January of 2020, he joined Boeing as its chief spokesperson and head of global media relations — brought in to bring stability, process and depth to media relations efforts across the enterprise following the company’s response to its 737 MAX crisis. In less than 18 months, he helped the organization navigate that crisis, the onset of the COVID-19 pandemic, and the national conversation about race following George Floyd’s murder.

“Crisis communications is one of those spaces where people want you to have experience before they bring you into it, which creates a chicken-and-egg problem,” Bradley said. “The right opportunity often comes from being in the right place — or the wrong place, depending on how you see it — at the right time, and being willing to tackle the unfamiliar and learn as you go.”

Key to Bradley’s learning has been his reliance on storytelling, a tool he said is essential for navigating crises.

“Every crisis is a real-life drama. There’s a problem, a victim, a villain, a hero, and a resolution,” he said. “Your goal as a crisis communicator is to keep your organization from being cast as the villain. You do that by telling a compelling story with a strong narrative from your point of view.”

Preaching authenticity

Compelling storytelling on its own is not enough when it comes to crisis communications today. That’s why Bradley wrote his book. He saw seismic societal shifts changing how leaders and organizations needed to think about communications.

Technology transformed.

Polarization increased.

Patience decreased.

Trust evaporated.

“People don’t want to wait until you have everything figured out,” Bradley said. “They want to be on the journey with you. Imperfection actually builds credibility now because it feels authentic. If you’re polished and perfect, people assume you’re hiding something.”

That authenticity is what Bradley believes companies need to strive for.

“The organizations that thrive in crisis aren’t those with perfect plans,” he said. “They’re those led by people with authentic conviction and the vulnerability to admit when they’re facing something entirely new.”

Bradley’s book provides a new framework that doesn’t endorse the old mantra of simply getting ahead of the story. By focusing on the importance of authenticity, Bradley uses his personal experiences to show leaders how to create trust in the face of crisis — and explain why it’s paramount for organizational survival.

“There’s an enormous differentiator available for those who understand how to build trust, maintain trust, and wield trust to create new outcomes for their organizations,” Bradley said. “In an age of deepfakes and disinformation, authentic human communication becomes more valuable, not less. AI can analyze sentiment, but it can’t build authentic relationships. Our humanity becomes our competitive advantage.”

“Faster. Messier. Tougher.: Crisis Communication Strategies in an Era of Populism, AI, and Distrust” is available at Amazon, Barnes & Noble, Bookshop.org, or anywhere books are sold.

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3 storytelling tips for you

1) Build trust before you need it

Bradley reminds us that the best crisis communication starts long before the crisis. Trust is earned through consistent, transparent storytelling over time. When trouble hits, that repository of trust becomes your greatest asset.

2) Show your humanity

Perfection doesn’t persuade, authenticity does. In a world of deepfakes and polished façades, letting people see your uncertainty, your learning, or your conviction makes your story believable.

3) Shape the narrative, don’t chase it

Every crisis has its heroes, villains, and victims. The key is to tell your story early and clearly so your organization isn’t cast in the wrong role. Lead with your values and let your narrative define the moment, not react to it.