General Motors CEO Mary Barra inherited a mess when she ascended to the top post in her beleaguered company. Several GM car models had exhibited problems with their ignition switches, which turned off engines at highway speeds, causing 124 deaths and 275 injuries. As early as 2001, company insiders knew about the problem, but ultimately took no action. Even as the scandal broke, GM first underreported the casualties.21 Mary Barra pulled no punches. In a town hall meeting, she unflinchingly addressed a global audience.22 Applying lessons learned in this chapter, what would you advise chief executive Mary Barra to do when she communicates with the public about the scandal? What could Barra say to restore trust in the company?