There’s no question that over the last decade Facebook CEO Mark Zuckerberg has grown from a flip-flop wearing startup bro into a full-blown tech tycoon and astute businessman to be reckoned with. There is, however, a debate on how well he’s handled the recent Facebook-Cambridge Analytica debacle. While Zuckerberg’s initial absence and radio-silence approach is ill-advised during a crisis, it’s clear he spent his time out of the spotlight when the fiasco first broke getting some much-needed media training. There were several ways he handled the congressional hearing surprisingly well, and a few where he faltered. Here’s what we can learn from the latest PR disaster taking the world by storm:

Be transparent … quickly and of your own volition.
Before attending the congressional hearing, Zuckerberg was relatively absent from the conversation, allowing a news vacuum to open and anyone with a theory to fill the void. Don’t let others create fake news to explain your story. Get in front of controversy by being as transparent as possible, disclosing all the facts as quickly as possible and making yourself available for questions from the media. Answering “no comment” is an unacceptable response. Get the facts out and get them out fast.

Control the narrative, not the reporters.
Don’t threaten to sue The New York Times and the Guardian for publishing the facts. This is a sure-fire way to turn your most important potential allies against you. Covering the news is a reporter’s job, but the way they frame a story is a choice – and your interactions with them influence that choice. Are you making their job easier or more difficult? Are you dodging their questions or creating an open line of communication?

Guide the interview and stick to your messages.
One thing Zuckerberg did particularly well during the hearing was control the interview. He stuck to his talking points and stayed on message employing a few strategic tactics, like:

  • Building a bridge. If a reporter starts to wander into areas you don’t want to talk about, answer the reporter’s inquiry briefly, then build a bridge back to your key points. When Zuckerberg was pushed on certain sensitive topics, such as defining what Facebook is, he took control of the conversation by bridging to a topic he felt was relevant and supported his messaging.
  • Rephrasing tricky questions. It’s important not to let anyone put words in your mouth, but don’t argue. To avoid getting stuck in a semantics war, restructure loaded questions to guide back to your talking points and where you feel comfortable with phrases like “I think what you’re asking is …” A great example of this is when Zuckerberg addressed regulation questions with a question of his own: “I think the real question, as the internet becomes more important in people’s lives, is what is the right regulation? Not whether there should be or not.”
  • Flagging key points. Emphasize that the statement you are about to make is one the reporter should remember. Zuckerberg did a great job of illustrating this tactic when responding to Sen. Leahy’s question on Facebook’s role in violence in Myanmar saying “Yes, we’re working on this and there are three specific things we are doing…” He then proceeded to list the three actionable tactics, along with the reasons behind them, succinctly in only 36 seconds.

Be prepared.
This is another area where Zuckerberg shined. He arrived calm and collected with soundbite messages prepared and his key objectives defined. He even brought a now-notorious binder of notes to help him answer tough questions about hot-button issues should he get stuck. Preparation goes a long way to helping you feel more in control and at ease.

Say ‘sorry.’
It’s important to humanize your brand by being sincere and apologetic. Apologizing doesn’t have to be synonymous with admitting fault; it’s about expressing concern that the crisis occurred. Express concern for any victims and their families. If a mistake was made, apologize. There’s a common saying: “People buy people, not products.” It means that people choose to do business with people they feel connected to, like and, above all, trust. Zuckerberg has spent 14 years as the face of Facebook, yet when the news broke, he was missing from the conversation and so was his public apology.

While crises are inevitable, we can choose how we respond when they do happen. Let Zuckerberg’s reaction to the recent troubles Facebook is facing be a lesson to you. Remember: don’t delay, apologize, be transparent and be accountable.