Great Ditching, but What's with the CEO?

by Tony Shelton, President, Shelton & Caudle Communication Training & Crisis Counsel

In the days since the remarkable ditching of the US Airways jet in the Hudson River, some have looked at how CEO Doug Parker delivered the company's initial statement and found him lacking. Where was the emotion?, they say.

Let's just agree right now that the incredible outcome speaks louder than any words.

But still. How did Parker really do? Well, let's consider what the needs are for an executive at such a moment. There are just two. One, as soon as possible, a spokesperson of a level commensurate with what's happening must deliver whatever information is known, to show the company is on top of the situation. Two, the executive should also show the company is run by actual human beings with a pulse and appropriate concern. On the first requirement, the statement was just fine. It said "initial reports" indicated everyone had survived the accident, told us what the company was doing to assist the passengers and their families and gave a phone number for further contact.

So far, so good.

Now to Parker's delivery. He seemed rushed, almost out of breath, like he had someplace he needed to go in a hurry - and he did. How could he have done better? He couldn't be all blubbery about how amazing the landing had been. We might have thought he was too surprised, as if he would have expected something less. He couldn't even be too lavish in praising the crew, because the facts weren't in yet.

So what could he have done? Maybe just two things. First, he could have read the statement in advance, so it didn't just sound like he was reading. He could have done this, even though he had to dash for a plane himself to get to the scene ASAP. Second, he could have been "in the moment." Right then, the most important thing he had to do was deliver that statement. Had he just taken the time to think about what he was reading, his delivery would have become more natural automatically.

If Parker had just taken the time to think about what he was reading, his delivery would have become more natural automatically. His words would have complemented the operational excellence. We would have seen that somebody at the top cares personally about his airline's ability to perform such a stunning feat. And that would have made it all the more amazing.