8 min read

Making the best of a T&S incident (part two)

A Trust & Safety crisis doesn’t just risk reputational damage — it grabs leadership’s attention too. That’s your moment to make the case for investment in your team. Here’s how I would turn a T&S incident into a strategic win.

I'm Alice Hunsberger. Trust & Safety Insider is my weekly rundown on the topics, industry trends and workplace strategies that Trust & Safety professionals need to know about to do their job.

Hello from London! I'm here for the Trust & Safety Summit and Marked as Urgent. I grew up not far from here, in Oxford, but haven't been back to England in many years, so everything is making me feel nostalgic. Ben was kind enough to give me a walking tour of London yesterday and, naturally, we took a selfie in front of the most quintessentially English thing we could find.

This week, I'm revisiting how to get buy-in for Trust & Safety, focusing on how to make the most out of a crisis to earn respect and support from the C-Suite when it really matters.

Get in touch if you'd like your questions answered or just want to share your feedback. Here we go! — Alice


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Don't put a good crisis to waste

Why this matters: When a Trust & Safety incident hits, it’s not just your users who notice — your C-suite will want to know how it happened and what to do about it. This is rare opportunity that you don't want to miss: the spotlight is on T&S and senior leaders want to know how to avoid a repeat situation. That’s when most platform professionals can — and should — make the case for investing in Trust & Safety. Here’s how to turn a crisis into a catalyst for change.

In Part One, I talked about getting buy-in from exec teams for Trust & Safety before an emergency. Unfortunately, that’s not how things mostly get done.

T&S investment decisions happen in times of crisis and when there’s an exponential risk to the brand/reputation, usually because of bad press. At that point, someone important usually notices — even after T&S folks have been ringing alarm bells for a while — and suddenly resources are made available.

There are a number of problems with this approach: 

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