Seasoned JetBlue flight attendant Steven Slater made headlines around the globe last week when he lost his cool, cursed out a passenger and exited an aircraft by deploying its escape slide – with a beverage cart beer in hand. 

It seemed everyone wanted to share their POV on the “take this job and shove it” moment. News reports included comment from Slater, the self-proclaimed “bag Nazi,” his ex-wife, passengers on Flight 1052. Even Nancy Grace had an opinion on the dramatic job exit. But I haven’t heard much from JetBlue.  

A post on Blue Tales from August 11 states:

While we can’t discuss the details of what is an ongoing investigation, plenty of others have already formed opinions on the matter. Like, the entire Internet. (The reason we’re not commenting is that we respect the privacy of the individual. People can speak on their own behalf; we won’t do it for them.)

This is understandable. But JetBlue is a company with a strong social media presence. Perhaps the co-tweeters could send messages other than stating they can’t comment on ongoing investigations? Maybe something a little more creative, like: “Our emergency slides are tested regularly” with a link to relevant news coverage?  Though, this is probably easier said than done, as legal issues are undoubtedly at play.

The buzz surrounding the Slater incident is huge. This could be carpe diem moment for JetBlue. The company could embrace the Slater-related publicity and remind the public why JetBlue has hundreds of thousands of brand ambassadors -including great customer service, an engaging online presence, the most leg room in coach, and an outstanding safety record.

In the past, JetBlue has been a company with personality and strong customer interactions. Just because Slater left everyone wondering WTH, JetBlue corporate shouldn’t do the same.

Most communications experts agree that having a cohesive crisis communications plan in place can help companies of all sizes and statures navigate challenging terrain.

If Toyota did indeed have a plan, it didn’t adhere to the core principles for communicating during a crisis. Once synonymous with safety, Toyota has backed its way into a corner in which company executives are being reactive rather than proactive.

The crisis began with a lack of responsiveness to consumer complaints. In an age where conversations on social media channels can cause irreparable damage to a brand, Toyota drivers first learned about the potential mechanical/safety issues from other irate Toyota owners. From the start, Toyota didn’t take control of the message.

Toyota drivers also seem to be waiting for the other shoe to drop. Just this week, the recall expanded to 436,000 hybrid models including the popular Prius because of a malfunction in the braking system.

So what core communications virtues did company executives ostensibly ignore?

1. Honesty: The company should have publicly acknowledged the situation long before it did. The delayed response caused consumers to believe executives were being dishonest. Even if they didn’t know the extent of the problem they should have communicated potential issues about other Toyota makes and models.
2. Explanation: It took executives too long to offer up an explanation.  And when one was presented it seemed to point fingers at part makers and manufacturers, looking to place blame elsewhere.
3. Apology: Toyota’s CEO,Akio Toyoda, has been widely criticized for not being sincere in his initial apology in late January. He continued to participate in the World Economic Forum in Davos despite the fact that his company was facing the worst crisis in its history. His driving off in an Audi also didn’t inspire confidence in the Toyota brand.
4. Learning: We’ve yet to hear the company’s learnings from this incident and the policies and procedures it has created (or will) to ensure that this never happens again. The company still needs to reassure consumers that future models aren’t impacted.

The company’s handling of this crisis will shape perception of the brand for months and years to come. According to a PRWeek blog, consumer opinion of Toyota has dropped below the Hummer, arguably the most vilified gas-guzzler on the market. Significant damage is already done, but there’s no time like the present to get the brand back on track.

Sounds a touch like a Fox special, but I am referring to an incident that occurred last week when the top human resources executive at media firm Carat inadvertently emailed working drafts of messaging documents to the company’s entire staff. Unfortunately, the documents were developed to communicate information about impending layoffs at the company. There’s been plenty of banter already about whether it is appropriate to develop canned messaging for such a sensitive situation.

Others questioned the positioning intended for clients and whether it was disingenuous. North America CEO Sarah Fay said in an interview with Adweek that she hadn’t even seen the documents before they were sent. What I can’t stop thinking about is what they could have done to prevent something like this from happening in the first place. Whether sensitive news is good or bad, a communications plan – including messaging – is key. It would be naive to think a plan such as theirs isn’t necessary. In similar situations with clients, we’ve found ways to prevent information from leaking prematurely. Of course, no one is perfect. More than anything, this recent email gaffe reminds me we can never be too cautious with the information we receive.