Lawyers are paid to minimize legal risk. A CEO's unique role is to balance that counsel against other crucial factors like customer trust, employee morale, and future opportunities. Ceding decision-making entirely to the legal team is a failure of leadership that can lead to catastrophic, albeit less immediately visible, losses.

In analyzing a public scandal, Scott Galloway notes that the greatest damage in a crisis typically isn't the initial event but the subsequent "shrapnel": the attempts to cover up, excuse, or avoid accountability. An effective response requires acknowledging the problem, taking responsibility, and overcorrecting.

The Sainsbury's CEO was caught singing "We're in the money" on a hot mic before an interview about a major merger. This blunder went viral and damaged the deal, proving that spokespeople are effectively "live" from the moment they arrive.

Steve Jobs fostered an inclusive premium brand accessible to anyone with money. Applying this to the Apple Card meant low credit score requirements, which conflicted with the financial necessity of risk-based rejection in lending. This philosophical mismatch contributed significantly to Goldman Sachs's portfolio losses and the partnership's failure.

Steve Jobs' vision of Apple as an inclusive brand conflicted with the necessary exclusivity of credit risk assessment. This led to lower underwriting standards (credit scores around 600) for the Apple Card, contributing to its poor performance and eventual sale by Goldman Sachs at a discount.

Bozoma Saint John argues that modern audiences expect corporate leaders to have and express a point of view on important issues. Avoiding a stance to prevent risk is no longer an option. Taking a stand and dealing with potential backlash is now an integral part of an executive's job.

While mainstream media covers the high-level controversy of a failed campaign, specialized trade publications dissect the granular, tactical mistakes. For practitioners, this peer review is often more damaging and insightful, as it judges the professional execution and ethical choices made behind the scenes.

Apple's demand for unique features like non-staggered billing dates and high-touch service created unsustainable operational costs for Goldman Sachs. This shows how a brand's core philosophy can be a liability in a commoditized industry that relies on standardization for profit.

True conflict with your company's brand stems from actions that oppose its fundamental core values, not just its marketing messages. By understanding and embodying the company's deeper principles, you ensure your personal brand is supportive and aligned, creating a more authentic professional identity.