By Eric W. Rose

Every now and then, a crisis unfolds that reminds communicators what right looks like — and what wrong looks like first.

This past week, during the Ryder Cup at Bethpage Black, the PGA of America found itself in a difficult situation when an on-site emcee led fans in a vulgar chant targeting Rory McIlroy. What followed became a public case study in how organizations stumble, recalibrate, and ultimately recover through principled leadership.

At first, the response faltered. PGA of America President Don Rea Jr. appeared to downplay the incident, comparing the vitriol at Bethpage to “what you could hear at a youth soccer game.” In that moment, the organization sounded tone-deaf to the seriousness of the abuse hurled at European players — and to the values of respect and decorum that golf has long claimed as its own.

Rea’s remarks were met with swift criticism, including from European players who viewed them as dismissive. His tone reinforced the perception that the PGA was more interested in defending its fan base than in defending the integrity of the game.

Then came the reset — led first by new PGA CEO Derek Sprague, and later by Rea himself.

Sprague delivered a textbook example of crisis leadership. He didn’t spin, delay, or delegate the problem away. Instead, he demonstrated moral clarity and accountability in real time. He called the behavior “not good for the game of golf,” and said simply, “We will do better.” Those five words signaled immediate ownership and empathy.

Sprague’s refusal to couch the incident in euphemisms told fans, players, and sponsors that leadership recognized the harm for what it was. While others initially rationalized the crowd’s behavior as something that “happens in sports,” Sprague drew a bright line between what’s acceptable and what isn’t. He didn’t respond with polished neutrality; he responded as a human being. “I was just really, really, really disappointed,” he said — a phrase that sounded unfiltered, authentic, and sincere.

That tone reset the organization’s moral compass. Sprague’s leadership made clear that accountability, not optics, would guide the PGA’s next steps.

But the story didn’t end there — it evolved.

Days later, Rea issued a letter to the PGA’s 30,000 members acknowledging what he initially failed to say. “While some fan behavior clearly crossed the line,” he wrote, “it was disrespectful, inappropriate, and not representative of who we are as the PGA of America.” He went further, taking personal accountability for his own missteps: “While it wasn’t my intention, some of my comments were seen in a negative light, which reflects poorly on not only myself but also on the PGA of America, and for that I truly apologize.”

That statement marked a turning point. Rea’s apology echoed the same principles that Sprague modeled — candor, empathy, and ownership. It showed that the PGA had moved from rationalization to reflection, from excuse-making to example-setting. The organization that once appeared defensive now sounded humbled and self-aware.

For communicators and executives alike, the sequence offers a valuable case study in organizational learning under fire. Sprague’s moral clarity established credibility. Rea’s eventual apology institutionalized it. Together, they turned what could have been a reputational bogey into a recovery grounded in values.

The best crisis response doesn’t just close an issue — it reaffirms what an organization stands for. The PGA has since committed to reviewing crowd-management protocols and strengthening messaging around fan behavior. But more importantly, its leaders reframed the moment to remind stakeholders that golf, at its core, is about decorum, sportsmanship, and integrity.

For CEOs and communicators, the takeaways are clear:

• Don’t sugarcoat what’s indefensible.
• Express genuine indignation.
• Take ownership without conditions.
• Reach out personally to those affected.
• Use the crisis to reaffirm your values.
• Sprague did all five. Rea, ultimately, did too.

And in doing so, both helped the PGA of America reclaim the credibility that defines true leadership.
When the next reputational firestorm hits — whether in sports, business, or politics — leaders would do well to remember this sequence: stumble, recalibrate, and own it. The difference between a scandal and a recovery lies not in the mistake itself, but in how swiftly and sincerely you choose to correct it.

Eric W. Rose is a partner at EKA PR in Los Angeles and a 40-year veteran executive in public relations, reputation management, and crisis communications.

[vc_row][vc_column][vc_column_text css=”.vc_custom_1757009361137{margin-bottom: 0px !important;}”]EKA Partner Eric Rose weighs in on Polish CEO Piotr Szczerek’s hat-snatching at the U.S. Open, which became a viral PR disaster worsened by his arrogant, threatening statement. Instead of apologizing, he mocked critics and escalated backlash, cementing perceptions of arrogance. His delayed apology came too late, making the case a lasting lesson in crisis communication failures.[/vc_column_text][mk_button dimension=”flat” size=”medium” url=”https://prcg.com/blog/hat-snatchers-statement-wrecking-rep/” target=”_blank”]READ THE COMPLETE ARTICLE[/mk_button][/vc_column][/vc_row]

[vc_row][vc_column][vc_column_text css=”.vc_custom_1756989211715{margin-bottom: 0px !important;}”]EKA Partner Eric Rose weighs in on the PR and credibility crisis the Los Angeles Clippers are facing. Rose writes that transparency, accountability, and proactive communication will determine whether the Clippers can weather the storm—or collapse under its weight.[/vc_column_text][mk_button dimension=”flat” size=”medium” url=”https://2urbangirls.com/2025/09/clippers-kawhi-leonard-and-steve-ballmer-face-a-crisis-of-trust/” target=”_blank”]READ THE COMPLETE ARTICLE[/mk_button][/vc_column][/vc_row]

LOS ANGELES, CA, August 1, 2025 — Kellie Hawkins, Managing Partner of EKA, today announced that veteran City Manager and long-time public servant Pat West has joined the firm as a Joint Venture Partner, bringing nearly four decades of deep experience navigating the complexities of city government, redevelopment, and entitlement processes throughout California.

“Pat West is one of the most respected city managers in Southern California,” said Hawkins. “He has led during times of crisis, rebuilt entire communities, and turned economic challenges into opportunities for growth. Pat’s leadership, vision, and problem-solving abilities will bring tremendous value to our clients and our firm.”

West served as a government official in the Gateway Cities region for 39 years, including 23 years as a City Manager. He worked in both small contract cities and large charter cities, holding various department head roles and earning national recognition for his transformative impact on the cities of Paramount and Long Beach.

In 1981, the City of Paramount was ranked the 8th most distressed city in America by a Rand Corporation study. West, then serving as Parks and Recreation Director, committed himself to turning the city around. Eventually becoming City Manager, he helped lead a remarkable transformation using creative zoning, redevelopment, and economic tools that made Paramount a model of urban renewal.

In 2005, West was appointed Executive Director of the Redevelopment Agency and Director of Community Development for the City of Long Beach, at a time when the city was facing challenges to two of its economic pillars: the aerospace industry and the Long Beach Naval Base. The result was blight, job loss, and widespread uncertainty. Two years later, West was named City Manager, a position he held until 2019. Under his leadership, Long Beach achieved its lowest crime rate and unemployment rate in recorded history, built a new $520 million Civic Center using a cutting-edge public-private partnership (P3) model, and launched the most robust private sector development boom in a generation.

“I’ve had the privilege of serving communities during their most difficult and most promising times,” said West. “Joining EKA as a joint venture partner allows me to continue that work and help clients navigate the intersection of public policy, politics, and development with integrity and creativity.”

About EKA – EKA is a strategic communications firm specializing in public affairs, government advocacy, reputation management, crisis communications, and litigation support. With a deep bench of experienced professionals and a client roster that includes leading corporations, public agencies, and advocacy groups, EKA continues to set the standard for excellence in strategic counsel. Learn more at www.ekapr.com.

Media Contact: Eric@ekapr.com

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In today’s hyper-connected world, brand crises can erupt and escalate in minutes, leaving no room for hesitation. In this newly updated edition of What to Do When Things Go Wrong – Protecting the Brand, crisis expert Eric W. Rose outlines the essential strategies every organization needs to survive—and thrive—when the unexpected hits. From preparing your team and sharpening your message to navigating social media firestorms and regulatory scrutiny, this practical guide is a must-read for leaders who understand that in 2025, crisis readiness is not a luxury—it’s a leadership imperative.

[/vc_column_text][mk_button dimension=”flat” size=”large” url=”https://www.ekapr.com/wp-content/uploads/2025/08/what-to-do-when-things-go-wrong_protecting-the-brand_2025-updated-.pdf”]CLICK TO DOWNLOAD THE PDF[/mk_button][/vc_column][/vc_row]

EKA partner Eric Rose recently published a piece entitled “From Jackie Robinson to Today: The Dodgers’ Unbroken Commitment to Justice”:

OUTSIDE VOICE – The Los Angeles Dodgers are no strangers to pressure. They’ve faced the weight of expectations on the field for more than a century. But it’s off the field, where values meet actions, that the Dodgers have truly distinguished themselves as leaders. That’s why the recent civil rights complaint filed by America First Legal, accusing the team of unlawful discrimination under the guise of diversity, equity, and inclusion (DEI), is not just legally dubious—it’s morally absurd.

Let’s call this complaint what it is: a political stunt, not a principled stand. A coordinated attack designed to punish organizations that dare to stand with historically marginalized communities. This isn’t about protecting civil rights. It’s about undermining them.

For decades, the Dodgers have earned their credibility not through slogans, but through courageous and often groundbreaking decisions rooted in justice and inclusion. Long before it was popular or profitable, the Dodgers integrated Major League Baseball by signing Jackie Robinson in 1947, forever altering the trajectory of professional sports and helping propel the modern civil rights movement. Robinson didn’t just break the color barrier; he shattered a silence that had lingered for generations. And the Dodgers stood with him when few others would.

This wasn’t performative. It was bold, principled leadership.

Complete article.

LOS ANGELES, JULY 1, 2025 — EKA, Southern California’s premier public affairs and strategic communications firm, proudly announces the selection of Kellie Hawkins as its next Managing Partner, effective July 1, 2025. Her unanimous selection marks a major milestone in the firm’s evolution and underscores its continued commitment to leadership excellence, innovation, and delivering results that matter to clients.
Hawkins, who currently leads EKA’s Health and Social Service Practice, brings more than two decades of experience across the public and private sectors. Widely respected for her strategic insight, collaborative leadership, and trusted counsel, Hawkins has been instrumental in advancing client priorities on some of the most complex and consequential issues facing communities today. As Managing Partner, she will guide EKA into its next phase of growth, aligning the firm’s values with the evolving needs of its diverse client base.

“Kellie has long been one of the smartest, most strategic people I’ve worked alongside, and I have been lucky to call her a partner and friend,” said current Managing Partner Matt Knabe. “She brings an extraordinary mix of government experience, political savvy, and calm leadership to the role. EKA’s management is in great hands.”

Kellie takes over the Managing Partner role from Matt Knabe, who, as a firm co-founder, will remain on as a partner and trusted advisor as the firm’s leadership transitions to the next chapter.

“Under Matt’s leadership as Managing Partner, EKA expanded its reach, deepened its influence, and solidified its position as Southern California’s top public affairs and strategic communications firm,” said Kellie Hawkins, who is taking over. “His vision, integrity, and ability to bring together talented professionals have laid the foundation for the firm’s continued growth. We thank him for his efforts.”
“I am honored to step into this role at such a significant moment in EKA’s journey,” said Hawkins. “This firm has long stood at the intersection of policy, communication, and advocacy. I look forward to continuing our legacy of trusted leadership while cultivating new ways to serve our clients, support our people, and strengthen our communities.”

Before joining EKA, Hawkins served as Chief Operating Officer of the National Health Foundation, advised senior officials at the U.S. Department of Health and Human Services, and held key roles in the administration of former Los Angeles Mayor Antonio Villaraigosa. Her early career began in epidemiology at the L.A. County Department of Health Services, grounding her in evidence-based service and public accountability.
A native Angeleno, Hawkins holds degrees from Howard University and the University of Southern California’s Master of Public Health program. She is an American Marshall Memorial Fellow and alumna of the Coro Health Leadership Program. She currently serves on the boards of Coro Southern California, CicLAvia, and Climate Resolve.
EKA’s announcement reaffirms the firm’s deep bench of talent, long-standing commitment to leadership development, and its reputation as a trusted advisor to clients navigating today’s most urgent policy and communications challenges.

About EKA – EKA is a strategic communications firm specializing in public affairs, government advocacy, reputation management, crisis communications, and litigation support. With a deep bench of experienced professionals and a client roster that includes leading corporations, public agencies, and advocacy groups, EKA continues to set the standard for excellence in strategic counsel. Learn more at www.ekapr.com

Speaking of the deadly shooting outside the Bellagio fountains in Las Vegas, EKA partner Eric Rose discusses how online fame and visibility come with vulnerability.

Eric Rose, a partner at a California-based communications firm that handles reputation management, image repair, and media relations cases, said that online fame and visibility often comes with vulnerability.

Speaking generally about the shooting, Rose said that people can sometimes underestimate how toxic and personal online harassment can become, especially when it is monetized or “fueled by ego.”

“Feuds that generate views can also generate obsession,” Rose wrote in an emailed statement. “I often see that the pressure to stay relevant online, to be provocative, edgy, or confrontational, can push creators to adopt personas that invite attention, but also scrutiny, obsession, and even threats. When you live publicly, you open the door to fans and critics alike, and sometimes to those who blur the line between the two.”

Full story.