Communicating intelligently, ethically, skillfully in the face of reputation adversity, while simple, is not often accomplished. Truthfully, it's rare. Very rare. Yet Brad Karp, Paul Weiss chairman, has weathered the first wave of scrutiny and criticism aimed at his firm with poise and excellence.

In brief, Karp and the firm – Paul, Weiss, Rifkind, Wharton & Garrison – was put on the spot after an image was shared on social media platform LinkedIn announcing its new partner class of 12 attorneys, which consisted of 11 caucasian males and one female, also caucasian (whom was shown last).

The news and image, now deleted on LinkedIn, and reported in the New York Law Journal by Christine Simmons, not surprisingly created a groundswell of stress, hurt, anger and resentment. It may have strongly confirmed to many their current experiences and beliefs in the industry about the lack of importance and urgency of diversity and equitable opportunity.

Yet Karp, either naturally emotional intelligent and well educated and practiced in leadership communications or strategically-driven, communicated with brilliance, preventing what could have become a crisis and deep stain on the firm's brand.

“We certainly can—and will—do better. I regret the gender and racial imbalance in our newly elected partnership class (one woman, one Latino, one LGBTQ partner, only 25 percent diverse), which resulted from an idiosyncratic demographic pool and which I can assure you will not be repeated.”

“We intend to continue to play a leadership role in diversity in terms of race, gender and sexual orientation. We look forward to being judged not by our words, but by our results, in the years to come.”

What is impressive about that statement?

It doesn't read as the typical canned speech, devoid of ethics, understanding, sensitivity, empathy, remorse. It shows all those attributes.

It clearly communicates that improvement will happen in the next promotion cycle. It conveys that race, gender and sexual orientation in its people is respected, does matter and will not hold back or restrict desired opportunity. It shows understanding that while words matter, that the leadership and firm, as well as its reputation, will be graded on social proof and improved outcomes congruent with the words being spoken.

Karp, under leadership stress and brand doubt, revealed communications leadership intelligence, thus de-escalating conflict, at least temporarily, buying time to effectively problem solve process, unflattering and damaging perceptions and restore its dinged reputation.

Many leaders in such situations usually look less competent than they need to be, overwhelmed by emotions and poor, damaging speech and additional decision making.

You'll normally witness one or more of the following novice reputation adversity or crisis responses: conflict avoidance, meaningless, bland, hollow corporate-speak, vague and unsatisfactory promises, denial, blame shifting, half-truths, anger, arrogance or aggression.

Karp chose no dysfunctional thinking or bumbling, double-down behaviors. He navigated the delicate situation as if he had been doing it for years and exhibited poise, character and emotional intelligence.

Now that he has conducted emergency communications, he and Paul, Weiss, Rifkind, Wharton & Garrison can focus on corrective measures and improvement as well as relationship healing within the firm.

By succeeding on those fronts, firm leadership will ultimately reveal its character and prove its commitment sincere, restoring reputation and building it stronger.

Michael Toebe is a consultant who specializes in crisis communication and reputation adversity leadership within business, politics, media, sports and entertainment,