Honored and Rooted: Fallston Group Recognized Among Greater Baltimore’s Top Family-Owned Businesses
Fallston Group is grateful to announce that the Baltimore Business Journal has recognized us as one of Greater Baltimore’s top family-owned businesses for 2025! This honor, part of the BBJ’s annual Family-Owned Business Awards, celebrates companies that have demonstrated excellence, innovation, ethics, and philanthropy—qualities we strive to embody every day. We are especially grateful to stand alongside other businesses that, like us, have put down deep roots in Maryland and built trust across generations. Fallston Group was founded with a simple but powerful mission: help people during life’s most critical times – it’s baked into our DNA. As a family-owned business, we approach our work with a personal sense of responsibility—not just to our clients, but to the community we call home. Our team’s commitment to reputation management and crisis leadership isn’t just about business but legacy, accountability, and impact. Our work is more relevant than ever in today’s rapidly changing world. Trust is fragile, and brand equity can be won or lost in a single moment. We’re here to safeguard our clients’ reputations and turn short-term adversity into long-term advantage with clarity, conviction, and care. Thank you to the Baltimore Business Journal for this meaningful recognition, and congratulations to our fellow honorees. We look forward to continuing to serve our clients, partners, and the Greater Baltimore community for years to come.
The Real-World Cost of Digital Recklessness: A Call for Accountability
In today’s hyperconnected and always-on digital world, the viral spread of misinformation can rapidly and irrevocably damage lives. At Fallston Group, we’ve spent decades advising organizations and individuals during their most critical moments—and if one truth has become abundantly clear, it’s this: digital recklessness has very real, often life-altering consequences. The recent situation involving Mary Kate Cornett, a college freshman at the University of Mississippi, underscores the urgent need for greater accountability across our digital ecosystem. Based on publicly available reports, Ms. Cornett—by all accounts,a promising first-year business student—found herself at the center of a viral firestorm after an anonymous and unverified post was made on the YikYak platform on February 25th. What began as a baseless rumor quickly spiraled across platforms like X (formerly Twitter), drawing the attention of high-profile commentators and online audiences. Her name and likeness were circulated widely without her consent, often without credible facts. While those spreading the story may have viewed it as a moment of entertainment or gossip, the human cost to Ms. Cornett was significant and deeply personal. This moment is not about adjudicating guilt or intent—it’s about acknowledging a broader systemic and human failure. It’s a cautionary tale for institutions, influencers, and individuals alike. And it’s one of many such stories in a time when reputations can be compromised with a single click. Five Critical Crisis Leadership Observations 1. Real People, Real Pain Behind every viral moment is a real person. In this case, a young woman’s formative college experience has reportedly been upended by an untrue narrative. Reputational harm doesn’t just affect public figures—it affects students, professionals, and everyday citizens whose lives are impacted by reckless digital behavior. 2. Platforms Must Act—Swiftly and Transparently Social media companies must continue to evolve their moderation and response capabilities to address harmful content in real time. Whether it’s anonymous platforms or large-scale social networks, delayed action contributes to widespread harm. 3. Content Amplifiers Must Use Their Platforms Responsibly While sports media and digital commentary platforms play an important role in modern discourse, the line between free speech and reputational harm must be navigated with care. Those with influence must be thoughtful and discerning—particularly when discussing unverified claims involving private individuals. 4. Accountability Must Be a Shared Priority Whether through corporate governance, advertiser pressure, or public expectations, digital amplifiers must be held to higher standards. The systems that allow misinformation to thrive must be reviewed, reformed, and enforced through responsible action. 5. Digital Education Is a Survival Skill Colleges, universities, and families have a growing responsibility to educate young people about the risks of digital exposure. Media literacy, digital resilience, and reputation defense must be integrated into the student experience. These aren’t “nice-to-haves”—they’re essentials in today’s reputational landscape. At Fallston Group, we often remind our clients that reputation leads to trust, and trust leads to valuation—and not all currency is financial. In fact, in many cases, reputational currency is what opens doors, secures relationships, and sustains opportunity. To those affected by the irresponsible spread of misinformation: you are not alone. And to those with a microphone or platform—whether digital or traditional—remember that your influence is a responsibility, not a right. If you are an academic center of excellence—particularly within higher education—and wish to ensure your students and stakeholders are properly educated and protected in today’s fast-paced, high-stakes media environment, contact Fallston Group. Our crisis leadership experts can help you develop proactive training, reputational safeguards, and crisis response protocols tailored to your institution. The stakes are too high to wait. All of us must be ready to meet the moment.
Protecting Trust During Turbulence: Crisis Leadership Lessons from the 23andMe Situation
In today’s data-driven environment, few assets are more valuable—or more vulnerable—than trust. For companies entrusted with sensitive personal information, the stakes are high, especially when operational or financial uncertainty arises. The recent developments involving 23andMe serve as a critical case study in how companies must navigate crisis moments with transparency, ethical leadership, and a steadfast commitment to their stakeholders. 23andMe, known for its consumer DNA testing services, is facing a challenging chapter marked by a Chapter 11 bankruptcy filing and the unexpected resignation of its CEO. These events have understandably sparked public concern, particularly surrounding the future of the genetic data the company has collected over the years. While the company has stated that any prospective buyer must honor its existing privacy policy and comply with relevant laws, this assurance has done little to ease the minds of many customers who are unsure of what the future holds for their personal information. Although Fallston Group makes no assumptions about the internal decisions or motives of 23andMe’s leadership, the situation highlights important crisis leadership principles that all organizations—especially those managing sensitive consumer data—should consider. When customer trust is at risk, how an organization responds can either reinforce its credibility or accelerate reputational decline. The following best practices offer strategic guidance for companies in similarly high-stakes situations. Crisis Leadership Best Practices for Data-Centric Companies 1. Communicate early, clearly, and consistently When news breaks—whether through official channels or speculation—organizations must respond quickly and clearly. Proactive communication from leadership not only helps control the narrative but also reinforces that the company is engaged, responsive, and accountable. Silence or ambiguity, particularly in moments of uncertainty, can be deeply damaging to public trust. 2. Empower customer control If consumers are anxious about the future of their data, it’s critical to offer accessible and immediate options to manage, delete, or opt out. Even during complex proceedings such as bankruptcy or M&A, providing clarity around data usage and ownership demonstrates respect for customer autonomy and helps preserve long-term credibility. 3. Reaffirm original commitments—or transparently explain changes Trust is built on consistency. If a company has made commitments about data privacy in the past, reaffirming those promises publicly can provide reassurance. If changes are necessary due to evolving business circumstances, transparency is key. Clear rationale and respectful communication are essential to mitigating backlash. 4. Establish third-party oversight Independent ethics panels or data governance boards can provide unbiased oversight and bolster stakeholder confidence. Particularly during transitions of ownership or leadership, involving a credible third party adds an extra layer of accountability. 5. Prioritize people over process In crisis moments, process alone is not enough. Companies must lead with empathy and a people-first mindset, recognizing that behind every data point is a person who placed their trust in the organization. 23andMe is not the first company to face this type of reputational pressure, and it will not be the last. In fact, as more businesses collect and store personal data—whether in healthcare, finance, retail, or technology—these moments of reckoning will only increase in frequency and intensity. The lesson for all organizations is clear: ethical leadership, open communication, and values-driven decision-making are not optional—they are foundational. Companies that embrace these principles not only weather the storm, but often emerge stronger and more respected in the eyes of their stakeholders. At Fallston Group, we help leaders navigate critical moments of adversity by focusing on what matters most—reputation, trust, and the long game. Because in the end, those who lead with clarity and conviction are the ones who earn the right to lead again tomorrow. If your organization manages sensitive information and is facing—or preparing for—a high-stakes moment, now is the time to evaluate your crisis readiness. Fallston Group partners with leaders to protect reputation, preserve trust, and guide smart, strategic decisions when it matters most. Let’s talk about how we can support you.
University Presidents Must Lead with Strength During Campus Protests
In today’s charged geopolitical climate, university presidents must be prepared to manage campus protests with clarity, control, and confidence. Failure to do so can cost them their leadership post—and future job opportunities. We’ve seen this play out recently where higher education leaders were forced to step down after losing control of campus unrest. The message is clear: university presidents who fail to lead with strength and strategy risk being replaced. Leadership Begins Before the Crisis The best way to manage a protest is to prepare before it happens. Leaders must set clear expectations around free speech, protest locations, and acceptable conduct. It’s about striking a balance between allowing healthy expression and ensuring campus safety. Equally important is open communication with student leaders and faculty. I often tell my clients, “If you don’t take the time to listen before a crisis, don’t expect anyone to listen to you during one.” Building trust early can prevent protests from escalating into chaos as crises cost time, money, stakeholder trust, careers, and, in the worst of scenarios, freedom and lives. Engage local law enforcement early, they are part of the solution. Firm Boundaries No university can afford to let protests spiral out of control. That means holding people accountable when they cross the line. Harassment, bullying, and physical confrontations cannot be tolerated—period. Universities must also be extremely cautious about allowing outside agitators onto campus – many call these individuals professional protestors who often have ‘get out of jail’ strategies before being arrested. External groups generally hijack student movements, turning peaceful demonstrations into national spectacles that overwhelm leadership and damage institutional reputation while playing out on live television. Intriguing for viewership, terrible for the university. Lessons from Leadership Failures Recent history has shown what happens when presidents lose control: · Columbia University: President Minouche Shafik resigned after allowing protests to escalate, leading to mass arrests and media scrutiny. (Taheri, M. (2024, August 15). Full list of college presidents who have resigned amid campus protests. Newsweek. https://www.newsweek.com/full-list-college-presidents-who-have-resigned-amid-campus-protests-1939822) · Brandeis University: President Ronald Liebowitz stepped down following a no-confidence vote due to his mishandling of student demonstrations. (Saul, S. (2024, September 25). Brandeis president steps down amid budget issues and protests. The New York Times. https://www.nytimes.com/2024/09/25/us/brandeis-university-president-resigns.html) · Rutgers University: President Jonathan Holloway resigned as protests fueled a toxic campus environment he could no longer manage. (Rumpf-Whitten, S., & Fox News. (2024, September 18). Rutgers University president set to resign after contending with pandemic, anti-israel protests. Fox News. https://www.foxnews.com/us/rutgers-university-president-resign-contending-pandemic-anti-israel-protests?) Lead or Lose In crisis, decisive leadership isn’t optional—it’s essential. University presidents must set expectations, enforce boundaries, and maintain control. Otherwise, they will lose not only credibility but also their jobs. Leadership is about making tough calls and standing firm in the face of adversity—because when presidents lose control, everyone loses. Every member of the university community—students, faculty, and staff—deserves an environment that is both emotionally and physically safe. It is the responsibility of leadership to foster a culture where learning can thrive without fear, intimidation, or undue disruption. When working with leaders facing adversity, I often say, “I’ve never known a leader to look in the rear-view mirror and say ‘I’m sorry I made the right decision.’” The right decision starts today, before the campus protest.
“If You Don’t Tell Your Story, Someone Else Will”
In the fast-paced digital world, perception drives reality. Whether you’re an individual, brand, or organization, the narrative surrounding your identity shapes trust, loyalty, and influence. That’s why I live by the mantra, “If you don’t tell your story, someone else will. And, when someone else tells your story, it certainly won’t be the story you want told.” This principle underscores the importance of proactive communication and reputation management. Research supports its urgency: 85% of consumers say they are more likely to trust a brand with a history of transparent communication, according to a 2022 Edelman Trust Barometer study. Conversely, 57% of people say they lose trust in organizations that remain silent during crises or controversies. Allowing others to shape your story can lead to a loss of control, misrepresentation, or even reputational harm. A Pew Research Center survey revealed that 70% of Americans encounter false or misleading information online, which amplifies the risk of your story being distorted if left untold. Effective storytelling empowers individuals and organizations to shape their legacy and influence. It’s not about spin or embellishment; it’s about authentic, consistent narratives that reflect your values and mission. For example, companies like Patagonia masterfully craft their stories around environmental stewardship, which resonates with their target audience and bolsters their brand loyalty. Telling your story proactively isn’t just a defense mechanism; it’s a strategic asset. Share your milestones, values, and contributions with clarity and confidence. Use platforms where your audience is most active—whether social media, earned media, or community engagement. The bottom line is this: silence is a story in itself, often interpreted as guilt, weakness, or indifference. Don’t leave your narrative to chance. Take control, communicate deliberately, and ensure that the story being told is the one you want the world to hear. Your reputation depends on it.
The Calculated Gamble of Record-Setting Deals in Professional Sports
The Calculated Gamble of Record-Setting Deals in Professional Sports When Juan Soto inked a historic 15-year, $765 million contract with the New York Mets, it wasn’t just a headline—it was a masterclass in strategic investment. As a crisis leadership expert, I understand the high-stakes decisions organizations must make when allocating substantial resources, whether in sports, business, or government. In professional sports, contracts like Soto’s go beyond mere performance metrics; they are calculated gambles aimed at driving both tangible and intangible value for the franchise. Balancing Performance and Business Strategy Sure, the Mets are eyeing a World Series trophy. But this record-setting deal is about more than winning games. It’s a business decision designed to generate multiple revenue streams that extend beyond the playing field. For example: Ticket Sales: The Mets saw a 15% increase in season ticket purchases within weeks of the deal’s announcement. Merchandise: Following Lionel Messi’s move to Paris Saint-Germain, the club reportedly sold over 1 million jerseys in the first year alone. Similar surges are expected for Soto-branded Mets merchandise. Sponsorships: Teams like the Los Angeles Lakers saw a 30% growth in sponsorship revenue after signing LeBron James. The return on investment (ROI) from a star player like Soto can ripple across the organization. The question isn’t just whether Soto will perform but how the organization will leverage his presence to elevate its brand and operational performance. The Risks of High-Stakes Contracts However, such contracts come with inherent risks. Professional athletes are not immune to injuries, performance declines, or off-field controversies. The Mets—like any organization making a major investment—must account for these uncertainties. The story of Chris Davis with the Baltimore Orioles is a cautionary tale: a lucrative deal that eventually became a burden due to declining performance. Similarly, JaMarcus Russell’s tenure in the NFL showed how high expectations can crumble under the weight of poor execution and leadership gaps. But it’s not all caution and concern. Examples like LeBron James and Tom Brady demonstrate how strategic investments in high-caliber athletes can redefine a franchise. James’ moves across the NBA and Brady’s Super Bowl win with the Tampa Bay Buccaneers showcase how the right player, coupled with the right organizational culture, can deliver extraordinary returns. Leadership and Culture Are Key Beyond the numbers, the impact of a record-setting player on team dynamics cannot be overstated. A star athlete’s presence can motivate teammates, attract top talent, and energize fans. For instance: Team Morale: Tom Brady’s leadership was credited with elevating the entire Tampa Bay roster to a Super Bowl victory. Fan Engagement: Juan Soto’s signing has already increased the Mets’ social media engagement by 25%, according to early reports. However, disproportionate salaries can also create resentment or destabilize team culture if not managed effectively. This is where leadership plays a critical role. The most successful organizations foster an environment of collaboration and shared purpose, ensuring that high-profile contracts serve as an inspiration, not a source of division. Proactive Risk Management for Long-Term Success Smart franchises understand that these contracts are as much about planning for the worst as they are about celebrating potential success. Structured contracts with performance incentives, insurance policies, and contingency plans can mitigate risks. Transparent communication with fans and stakeholders further ensures that everyone understands the rationale behind such deals, maintaining trust even during challenging times. For example: Performance-Based Incentives: Zion Williamson’s NBA contract includes clauses tied to his physical fitness and game availability. Insurance Policies: MLB teams often purchase insurance to recoup some costs if a player is sidelined due to injury. A Blueprint for Success At Fallston Group, we often say that leadership is about turning potential crises into opportunities. Juan Soto’s record-breaking contract is a calculated gamble, but it’s one that’s rooted in sound business principles. The Mets are not just betting on Soto’s performance; they’re betting on their ability to maximize the value of his presence—on and off the field. For organizations making similarly high-stakes decisions, the key is preparation, transparency, and a relentless focus on the big picture. Whether you’re managing a sports team, a business, or a nonprofit, the principles of risk management and strategic leadership remain the same. By aligning investments with organizational goals and preparing for every outcome, you’ll not only weather the storm but thrive in its aftermath. Fallston Group, helps organizations navigate high-stakes decisions with confidence and clarity. If your team is facing a critical moment, let’s talk about how we can help you turn risks into rewards.
Navigating the Stars: A Commitment to Safety and Mission
Fallston Group is a global reputational agency that often deals with the intricate balance between managing risk and maintaining trust. Recently, NASA has faced one of the most challenging decisions in its storied history: the decision to return two astronauts, Suni Williams and Butch Wilmore, from the International Space Station (ISS) using a SpaceX capsule instead of the Starliner spacecraft. This decision has sparked much discussion, and I’d like to share some thoughts on why this was not only the right call but also a testament to NASA’s evolved culture of safety, communication, and mission-driven focus. Safety: The Bedrock of Every Decision At NASA, safety isn’t just a priority—it’s the foundation upon which every decision is made. The space agency has a long history of pushing the boundaries of human exploration, but it does so with a clear and unwavering commitment to the safety of its astronauts. In the case of Suni and Butch, ensuring their safe return to Earth is non-negotiable. The decision to use a SpaceX capsule underscores this commitment, highlighting that no risk is worth taking if it could jeopardize lives. The Inherent Risks of Space Exploration Space exploration is, by its very nature, fraught with risks. Every astronaut who embarks on a mission understands and accepts these dangers. They do so because they believe deeply in NASA’s mission: to advance knowledge and make life on Earth better. Suni and Butch, like all astronauts, are driven by a sense of purpose that transcends the personal risks they face. Even in challenging circumstances, their continued presence on the ISS means more scientific work can be accomplished—work that benefits all of humanity. Learning from the Past: The Challenger and Columbia Lessons NASA’s history has not been without tragedy. The Challenger and Columbia disasters serve as stark reminders of the dangers of space exploration. What’s particularly important to remember about these incidents is that, in both cases, post-flight analysis revealed that the hardware was signaling issues long before the disasters occurred. The hardware was, in essence, “talking to us,” but the process of reviewing and acting on this data was flawed. These events taught us a crucial lesson: fostering a culture that encourages open communication and values dissenting opinions. At NASA, this lesson has been taken to heart. Today, every piece of data is scrutinized, and every voice is heard. As a leader, I’ve always believed in the importance of inviting and valuing dissenting opinions. It’s a practice that can make the difference between success and catastrophe. A Culture of Communication and Thoroughness In the current Starliner situation, NASA has demonstrated how far it has come. The agency has meticulously analyzed all available data and sought out every opinion, ensuring no stone is left unturned. This approach reflects a culture of thorough communication and an environment where every team member’s voice is valued. This culture allows NASA to make decisions based on a comprehensive understanding of the situation rather than assumptions or incomplete information. The Technical Realities and Redundancy The technical aspects of this situation are complex. The Starliner spacecraft has multiple thrusters, and while only one remains non-operational, the initial failure of five thrusters raised significant concerns. Although four thrusters were recovered in time for docking, the remaining engines’ reliability is still under scrutiny. Ground testing has provided some answers, but not enough to ensure absolute confidence in the spacecraft’s performance. In situations like this, it’s crucial to err on the side of caution. The spacecraft’s thrusters won’t return to Earth for post-flight inspection, meaning NASA can’t confirm their condition after the fact. Given this uncertainty, the decision to return the astronauts via SpaceX—a decision supported by thorough testing and analysis—was the right one. The Right Decision for the Right Reasons Starliner will return to Earth in a few days. Even if this uncrewed mission is successful, it does not negate the wisdom of the decision to prioritize astronaut safety by opting for an alternative return method. This situation is a powerful example of how NASA has evolved into an organization that embodies thoroughness, clear communication, and a culture of safety and voice for all. As someone who has spent his career helping organizations manage crises and protect their reputations, I can confidently say that NASA’s approach is a responsible leadership model. In the face of uncertainty, they made a tough but correct decision, placing the safety of their people above all else. It’s a decision that will protect lives and maintain the trust that the world places in NASA’s mission. At Fallston Group, we understand that in moments of crisis, the choices we make define us. NASA’s choice to prioritize safety and transparency is a reminder that in any field—whether exploring the stars or managing a company’s reputation—the well-being of people and the integrity of the mission must always come first.
Embracing Failure: A Crucial Aspect of Crisis Leadership
In crisis leadership, one must not only navigate many nuanced challenges but also possess the resilience to learn and adapt from failures—a concept encapsulated in the term “failing forward.” It is a mindset integral to steering organizations through turbulent times. However, the only way to get there is within a psychologically safe environment where there is a commitment to brutal truths and root causes. Yes, you must be both courageous and vulnerable. Research indicates that viewing failure as a learning opportunity enhances an individual’s capacity to respond effectively to crises. Organizations should not only tolerate failure but actively encourage it. This approach creates a culture where team members are empowered to take calculated risks without the fear of severe repercussions. In other words, it’s okay to fail…but let’s not try to repeat the same failure. Failing forward is not about celebrating failure but embracing the valuable lessons that emerge from it. By dissecting failures, crisis leaders can identify causations, refine strategies, and fortify their organizations against future challenges. Failure is a platform for growth. Failing forward is an indispensable aspect of crisis leadership. At Fallston Group, we routinely talk about turning short-term adversity into long-term advantage. Basically, failure is one step in the stairway to success. Embrace it, feel it, learn from it, adapt as a result of it, then push forward with relentless momentum and excellence until you achieve. Don’t let it beat you! Link to news segment: https://foxbaltimore.com/morning/how-to-get-past-the-disappointment-and-emotion-of-loss-and-failure#
Risk Intelligence (RI): A Crucial Element in Crisis Leadership & Communications
As we say at Fallston Group – “Anybody with an internet connection or recording device can wreak havoc on your brand.” In this fast-paced intersection of technology and business, professionals across various domains face the challenge of managing risks and proactively shaping the trajectory of organizations. At Fallston Group LLC (Expert Reputation Management | Fallston Group), a global reputation agency, we understand that Risk Intelligence (RI) is more than a buzzword; it’s a strategic mindset that underpins effective Crisis and Reputation Management – specifically, leadership, strategy, and communications. Please make no mistake: crises cost time, money, customers, careers, and in the worst-case scenarios, freedom and lives. We routinely ask our clients, ‘Are you ready to meet the moment?’ Often, the authentic answer is ‘no.’ Enter risk intelligence.
Fallston Group Joins Fox45 to Discuss the Baltimore Ravens’ Recent Success and Leadership Qualities.
