Last week, Heathrow Airport faced a significant crisis when a substation fire forced operations to a standstill. Passengers were left stranded and flights were grounded. Rather than a Heathrow issue alone, it became a global one.
As the chaos unfolded, reports suggest Heathrow’s CEO chose to get his eight hours and go to bed, leaving his deputy to make the decision to close the airport.
Could this be a sensible decision to ensure he was well-rested and able to make decisions the next day? Or an opportunity to position his deputy as a scapegoat for closing the airport? It comes down to whether, in a crisis, it is more important to be well-rested or visibly present.
Visibility matters
In times of crisis, strong and visible leadership is crucial. Ultimately, a crisis isn’t just about operational challenges, it’s also about public perception.
When key decision-makers are absent, it leaves space for authority and accountability to run riot. All stakeholders – in this case employees, passengers, and airlines – need reassurance that someone in the highest authority is in charge.
Of course, decision-making when fatigued is not ideal, and rest is important. But there’s a balance. Effective crisis management doesn’t mean the CEO must personally handle every detail, but they should be seen to be leading from the front, certainly at the beginning when the crisis is at its height, rife with rumour.
A robust crisis plan
A past CommsCo colleague was part of the crisis comms team at Heathrow, so we know that the airport has a number of detailed crisis plans in place.
However, even with the most lengthy plan, there’s still the chance that some curveballs will be thrown into play. Crisis strategies have many moving parts, but from a leadership perspective, they should be focused on key three areas:
- Being present and visible – Even if the CEO is not directly involved in the granular details, they should be available, engaged, and ready to address concerns in real time. Take note, Heathrow CEO.
- Communicate transparently – The worst thing an organisation can do during a crisis is leave people guessing. Regular updates, clear messaging, and honesty go a long way in maintaining trust.
- Be realistic with the message – In today’s digital world, silence is damaging. However, so is being out of touch with the reality of the situation. Don’t say something is going well, if it simply isn’t.
A strong PR strategy
A well-handled crisis can actually enhance an organisation’s reputation. A poorly handled one, however, can cause lasting damage.
Ultimately, leadership in a crisis is about more than just making decisions – it’s about being seen to make them. In times of turmoil, visibility, communication, and decisive action are key to maintaining control and trust.
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