ABSTRACT
Stealing thunder is a strategic attempt at social influence that involves revealing potentially damaging information about oneself before a third party can reveal the same information. A wealth of empirical research has shown that this approach to crisis management can lead perceivers to evaluate individuals and organisations more favourably across a variety of contexts, often with important reputational benefits for credibility and trust. Evidence suggests that the effectiveness of this tactic is linked to reduced perceptions of informational value, as well as impression management strategies that position a transgressor as more credible and persuasive when disclosing information contrary to their self-interests. Real-world examples illustrating the utility of stealing thunder can be found in professional sports, politics, judicial settings, and even late-night television, thus demonstrating the robust nature of stealing thunder as an effective crisis management strategy. In an era of increasing mistrust in government, media, and institutions across all levels of society, the results of empirical research and real-world outcomes converge in their recommendation to fully self-disclose information regarding one’s transgressions before they are revealed by a third party.
