Whipping the Proverbial Whipping Boy

By Eric Seidel, CEO
The Media Trainers, LLC

Don't like the message? Punish the messenger. It may feel good, but the sense of relief is short-lived. In times of crisis, blame-shifting rarely pays off; yet, it keeps happening.

Tammy Darvish owns four Toyota dealerships and one Lexus dealership. Obviously, she has a lot riding on how Toyota has been mis-handling it cascading series of crises.

"I just think the media has sort of sensationalized something that's pretty natural in the manufacturing business," she says.

In other words, are we supposed to go into any new or used car purchase, or lease, with the assumption mechanical problems, and even a recall, are inevitable?

Or, "Is it natural to recall 8.5 million vehicles? Is it natural to recall or investigate 15 of 20 models?" Those questions posed by a clearly surprised Neil Cavuto during an interview on Fox News Channel's Your World.

Her response: "...just in the Detroit 3 (that, of course, being GM, Ford and Chrysler), there were 37 recalls just in the last 12 months..." So, in other words, if you think we've got some problems, check out our competition.

Ms. Darvish did not do the Toyota Co. any favors with this interview. While she may have intended to limit damage, she might have just made things worse. Instead of confronting the issues and facts honestly, Darvish's appearance was a feeble attempt at deflection and an effort to make what seems extraordinary ordinary. She may have thought she was providing perspective, but in reality she leaves a lasting impression that you should buy, or lease, a car at your own risk.

One more point, and it comes from an expert in customer loyalty marketing, rDialogue. In a blog post directed at business organizations and their management, it appears that Toyota has missed a critical element in their handling of this growing crisis: reaching out directly to their customers.

Crisis and the Executive

http://www.themediatrainers.com/

The speed of events and media response to them put increased pressures on business leaders who are caught in the news spotlight.

In the case of Thursday’s crash of US Airways 1549, geography expedited the speed of response and coverage exponentially. The passengers and crew were not the only fortunate ones after the controlled crash landing in the Hudson River.

It was a big break for the majority of major national media, print and broadcast, with either major bureaus or their headquarters in New York City, as well.

The incredible job done by the pilot to bring down the plane near NYC’s ferry dock made rescue efforts fast and completely successful in saving all aboard. And, thanks to that same proximity, news reporters and crews reached the scene and live pictures were on the air within minutes. Reporters, many of them most likely accompanied by producers, quickly rounded up eyewitnesses, first responders and survivors for interviews.

Things were happening very fast, too, in Tempe, AZ, at US Airways headquarters. President & CEO, Doug Parker and staff were whipping up a statement that he delivered on camera outside airline headquarters not long after the accident.

No one would want to be in Parker’s shoes, to be sure. In a crisis, his job is to present a calm, controlled, reassuring posture and tone, and definitely reflect genuine concern. Yet, his delivery was perfunctory, stiff and lacking emotion. And, at the close of his brief remarks, he read this: “Safety is, has been and forever will be our foremost priority here at US Airways…” Then, he briskly walked away, saying he was on his way to New York. (Click on video below.) Of course safety should be the top priority. But, just saying (or, as in this case, reading) those words with no sense of connection to them makes them hollow and meaningless.

All too often, executives talking to the news media soon after a catastrophic event seem cold and detached. They need to consider that families and friends of victims who might be watching or hearing them need to feel, and believe, that those in charge are compassionate and sincerely share their concerns.

With some thought and consideration, Parker could’ve credited the amazing work of his pilots and flight attendants with the fact that their actions were a demonstration of their training and the airline’s commitment to safety. Putting it that way gives the airline's commitment context, substance and credibility.

The speed of the media and the instant and lasting impressions that can be left on important audiences make it even more important for executives to be prepared to react quickly and appropriately.