It is the most prominent tourism story in the news these days, and indeed a tragedy for all involved. But today’s headline article “Carnival CEO Keeps Low Profile” caused me to stop and reflect over my morning coffee. Take a read through the article and you’ll discover that CEO Mickey Arison, who grew the Carnival Corporation into an $18 billion dollar business has opted to stay out of the conversation regarding the recent crash and submersion of the Costa Concordia.
The reason – he’s a hands off manager and prefers to delegate and allow autonomy of the various cruise lines within the Carnival Corporation. A laudable management style, and no doubt the CEO’s of Holland America, Cunard, Princess Cruises, Seabourn, P&O Cruises, to name a ‘few’ of the companies enjoy the ability to manage these various lines and ensure distinct brand positioning for each line in the ‘Carnival family’ to attract it’s respective share of the cruise travel market. In fact, I know most travellers don’t realize there is Carnival Cruises … and then the Carnival Corporation.
Mox nix, the real point here is when your company faces a major disaster – what do you do? The point that struck me was if Mr. Arison speaks, he’s speaking on behalf of the entire corporation. Well yes. This is no different than if there is a tragedy in a family and ‘Uncle Jo’ speaks to the press because the parents of the missing child are focused elsewhere. Whether your company is big or small, your reach ‘local’ or ‘international’, this experience is a wake up call for all of us in business to stop and think:
1. Do we have a risk management plan in place?
2. How much autonomy or support do we give our staff/affiliates/franchisees … in times of crises?
3. What role will we play in speaking to the press? Pros/cons
4. How will we contribute to the solution, while taking responsibility for loss?
Why wait for a crises – make sure you have a plan in place.
