Caption: Criticism calls for
communication, not courtrooms. Crisis Communication 101: What the Two
Oceans Marathon saga teaches us about public relations, dialogue, and defending
reputation the right way.
A quick summary of the Two Oceans
Marathon and blogger saga: Two Oceans Marathon organisers have taken legal
action against running blogger Stuart Mann (The
Running Mann) following a series of critical posts highlighting various
organisational concerns. These included issues such as medal shortages,
insufficient water points, changes to Blue Number Club seeding, and a general
lack of timely communication with participants. Rather than responding publicly
to the questions raised, the organisers opted for a legal route; a decision
that has sparked widespread concern and debate within the South African running
community.
For many runners, myself included, the Two
Oceans Half Marathon is a big, hairy, audacious goal. Completing 21 km is a
monumental achievement; the catalyst that often sparks a lifelong love for
running, and for some, may eventually lead to a marathon or even the Ultra.
That is why the race holds such a special place in so many hearts; it is more
than just a run; it is a rite of passage.
This year, I ran the
Two Oceans Half for the first time in years and was struck by how much more
negative sentiment there was around the race compared to when I first
participated.
In the lead-up to race
day, I came across The Running Mann’s blog. The first post that caught my eye was
about the Blue Number Club. I was drawn to it because a friend of mine was
celebrating her tenth Two Oceans. It’s a remarkable
milestone that earns a Blue Number and truly deserves recognition and, was disappointed with her, about the
seemingly small things that were decided no longer to be included, e.g.
preferential seeding. His post raised valid,
constructive questions; and that’s what prompted me to start following his
writing more closely.
But it quickly became clear —not just from
that blog, but from comments by other runners — that something felt amiss with
this year’s organisation. Many pointed to a lack of communication as a key
concern. Of course, there will always be the usual handful of grumbles in any
big event, but this felt different. The volume and tone of the complaints
suggested something deeper, perhaps a long-standing frustration bubbling up and
spilling into even the smaller details.
I’ve always compared
building running stamina to building reputation stamina. You need a goal, a
training plan, and consistent effort. You need to track your progress, surround
yourself with the right people, fuel wisely, and use the right tools. When you’re
fit and healthy, you recover faster from setbacks. The same applies to your
reputation. When your organisation has built reputation stamina, through
consistent behaviour, clear values, ongoing tracking, and the right people,
it’s far better equipped to handle difficult moments. A solid reputation gives
you that all-important fuel in the tank when you need it most.
Your brand is what you
say about yourself. Your reputation is what others say about you. Your
reputation is shaped by your behaviour and rooted in your values.
Two Oceans is an
institution with an enviable legacy. Its reputation was not built overnight,
and it certainly will not disappear overnight either. Despite the criticism, I know
many runners will still line up next year. But if the quality continues to
slip, and its reputation stamina isn’t maintained, it risks losing its iconic
status.
People associate with
brands they believe in, and they want to feel seen, heard, and valued. They pay
their hard-earned money not just to run, but to belong. And the race starts
long before the gun goes off: from registration, to number collection, to the
final medal. Every touchpoint counts.
Something to keep in
mind: it is not just leadership that shapes a reputation. Everyone in the team
contributes to it.
What Two Oceans Could Have Done
Differently (Before Going Legal):
- Call a Communicator Before a Lawyer.
Involving a reputation or communication advisor early on could have helped diffuse tension. You can build reputation during a crisis. A legal letter often shuts the door to meaningful dialogue. - Be Empathetic.
“We hear you. We’re sorry. We can do better.” These are not admissions of guilt, they are acknowledgements of community. People want to feel seen and heard, not stonewalled. - Respond to the Questions.
Many of The Running Mann’s questions were fair. Ignoring them creates more frustration. Even if you do not have all the answers — say so. Silence speaks volumes, and not in a good way. - Be Proactive.
If things did not go according to plan, admit to it. Thank participants, acknowledge what went wrong, and commit to doing better. Celebrate the wins too, but, be honest about the hiccups. - Deal with Issues Early.
Do not let a trickle of complaints become a tidal wave. Communicate early and often. - Keep It Simple.
Responses do not need to be lengthy or complicated. Short, clear, and timeous answers build trust. - Take the Criticism on the Chin.
People care — that is why they are vocal. They want the race to be the best it can be.
Next Steps for TOM
(and Others Watching)
- Review what worked — and what didn’t.
Be honest. Then take the time to strategise and plan how to do things
differently next time. Improvement starts with reflection, followed by action.
- Reconsider the legal route.
Consider whether pursuing legal action is the wisest use of the NGO’s
funds, or whether open, honest dialogue might better serve the organisation’s
long-term reputation.
- Invest in communication and governance
training.
Equip the board with the tools and insight needed to respond
effectively, transparently, and with accountability.
- Keep your stakeholders in the loop.
Proactive, clear communication builds trust. Let people know what’s
happening, even if the answer is “we’re still working on it.”
Let’s not outrun communication.
Reputation, like running, is built through
consistency, resilience, and listening to the rhythm of those around you.
The race belongs to the runners. The
responsibility belongs to the organisers. Let’s honour both with empathy,
clarity, and care.
In moments of criticism, strength lies not
in defence, but in dialogue.
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