Crisis Communications – Lessons from the Boeing Death Jet Tragedy

The magnitude of Boeing’s global crisis was so widespread that it even rattled the Dow Jones Industrial Average. In the wake of rising anxiety over the deadly crashes of two Boeing 737 Max aircraft and an initial stoic Boeing response, falling Boeing shares brought down the influential 30-stock index by nearly 100 points in late March 2019.

Fueled by an initial narrative where Boeing mostly was passively silent, British tabloids quickly tagged the 737 Max as Boeing’s “death jet.” Collapsing confidence and trust led nervous investors to initially trim some $20 billion from Boeing’s market value.

The DJIA dip mirrored the widening worldwide scope of Boeing’s crisis in March. Rejecting assurances from the FAA and Boeing that the 737 Max was safe, countries around the world grounded the aircraft. China, which is developing its own competitor to the 737, led the effort. Finally the FAA followed suit.

How Not to Handle a Crisis

Essentially building a case study on how not to handle crisis communications, Boeing first issued tepid and faceless statements. They didn’t seem to know what to do, flattening confidence in an industry that lives on trust and confidence.

Experts noted that the dry statements seemed to be written jointly by a lawyer and an engineer. No empathy. No assurances, No proactive statements promising action and building confidence. No credible compassion. No video of the Boeing CEO striding aboard a 737 Max to confidently demonstrate its airworthiness firsthand.

Would could have been done?

Back when this author was first certified in crisis communications while living in Los Angeles some 30 years ago, the maxims for effectively dealing with a crisis were plain. They are not easy, but they are necessary.

Over the past three decades, they have proved their value. They played a major role in this author professionally assisting a $1 billion subsidiary of GM deal with looming crisis, in helping an international non-profit organization survive made-up bogus ethics allegations, in aiding a long-standing technology company to weather an economically driven reduction in workforce, and more.

Are you ready for when things go to pieces?

How does your company or organization measure up for a possible crisis? Consider these critical principles:

• Be prepared in advance (identify potential crises and establish a plan for dealing with them; media train key executives and spokespeople; ensure that your plan has a social media element)
• Tell the truth when a crisis hits (even when it hurts)
• Get control of the narrative by earning it; be transparent and emphatic
• Understand that silence is passive and implies guilt
• Remember that nature abhors a vacuum – in the absence of credible information, people will make it up
• In the 21st century, communication (particularly through social media) is instant and often shapes the narrative – “citizen journalists” will circulate their own stories, often much faster than traditional media
• Sustain trust with action – some 90% of perception comes from what the public sees an organization actually doing (including being silent or passive). Only 10% comes from what the company says.
• Conduct forward-looking public relations as if the whole enterprise depends on it – because it does. If your company has a trust bank full of credible goodwill when crisis hits – and all organizations will likely experience some sort of crisis – the odds of surviving are much higher
• Build and sustain positive relationships with your stakeholders – you will need them (and it’s just good business)
• Your culture and your people directly reflect the character of your company or organization – what does that look like today?
• Calm patience is a virtue in the face of withering criticism (especially if you have your ducks in a row)

When 346 people die badly, including 19 United Nations staff members, long-lasting fears erupt.

Boeing finally jumped into action in late March, providing a plant tour to demonstrate the safety focus built into the new aircraft. But people had already started avoiding the 737. Rumors surfaced and circulated that Boeing had cut costs in developing the newest version of the veteran jet, first flown in the 1980s. Further reports ironically focused on what was supposed to be a safety feature, an automated control response that was supposed to keep the aircraft from stalling.

Boeing faces a long road back. In this modern age, people are quick to mistrust and believe the worst. Trust must be earned and reestablished. Platitudes, like “safety is a core value,” are meaningless unless they’re backed up by action.

Flying puts people and heavier-than-air planes in an unnatural environment. Trust is the reason people get on them.

Safety and the Boeing Brand

Boeing was a brand that was equated with safety. Time – and sustained action – will tell if Boeing can recover its once-pristine and coveted brand as the industry’s leader in safe flight.

Meanwhile, is your company or organization truly prepared? Think about it.

Michael Snyder, managing principal of MEK, was professionally certified in crisis communications while working Los Angeles in 1986. He has since successfully counseled numerous clients, companies and organizations on how to prepare for and survive a crisis (including serving on the faculty of Pepperdine, the University of Indianapolis, and other universities).