Basil Jarrett | Navigating turbulence: Effective crisis communications during air disasters

TWO SCARY incidents involving commercial aircraft over the last two weeks have served as a reminder of just how aircraft incidents remain some of the most terrible human tragedies.

On May 28, frightened passengers on Spirit Airlines flight 270 from Montego Bay to Fort Lauderdale were plunged into panic after they were instructed to brace for a water landing due to a mechanical issue. Thankfully, the aircraft landed safely back at Sangster International. One week later, passengers on American Airlines flight 850 from Miami to Kingston had a similar scare as their aircraft veered off and exited the runway at Norman Manley,before coming to a halt.

Thankfully, there were no injuries in either incident, with minimal damage to both aircraft. Both landings were, however, eerily reminiscent of December 22, 2009, when another American Airlines aircraft exited the NMIA runway, crossed the road to Palisadoes, and stopped just short of taking a dip in the harbour.

THE JDF EXPERIENCE

As civil-military cooperation and media affairs officer of the JDF between 2009 and 2021, I have had the unfortunate distinction of managing communications for no less than eight aircraft crashes ranging from that fateful AA flight to several civilian and military aircraft accidents. I think it is fair, therefore, to say that I have learned a thing or two about managing chaos during these critical times. I think it is also safe to say that I have a fairly good sense of how these incidents generate fear and trepidation, not just in travellers and their families, but also in the people who oversee the safe operations of our skies and airways.

Crises come in many forms, but few are as challenging and as high stakes as an airline accident. It is a scenario that demands precision, empathy, and speed – a trifecta that can make or break even the best crisis communications managers. But over my 12 years with the JDF, handling these and other highly publicised local, regional, and international crisis events, there are some key steps to follow, which can mean the difference between a hard landing and a smooth touchdown.

RULE #1

The first rule of crisis management is to establish a command centre. This isn’t necessarily a physical location, but rather, a coordinating hub where information flows in and out seamlessly. Think of it as the brain or nerve centre of your operation. This command centre should be equipped with the latest communication tools, have direct lines to all relevant stakeholders, and be staffed by a team of seasoned professionals who can keep cool under pressure – not to mention work long shifts. The command centre is where all the strategic decisions are made and where every action is measured and decided.

In the initial moments after an accident, speed is of the essence. The world moves faster in 2024 than it did in 2009. News travels faster today than ever, and so your first communication should come within the hour, possibly minutes, acknowledging the incident and letting the public know that you are actively managing the situation.

Here, clarity is crucial. Stick to the facts as you know them, and avoid speculation. It is always a safe bet to say “We are aware of the incident and are actively gathering more information” rather than to provide inaccurate details. That early statement demonstrates control and begins the process of managing the narrative.

LEADING WITH EMPATHY

Like most accidents, an airline crash is a human tragedy before anything else, so it is critical to always lead with empathy by expressing condolences and support for the victims and their families. And it is not just about what you say, but also how you say it. Your tone should be compassionate and reassuring, demonstrating that you understand the gravity of the situation and are committed to supporting those affected. This empathetic approach will go a long way towards building and maintaining public trust during a difficult time.

From the get-go, you need to be in close contact with authorities, regulators, emergency services, and government bodies. These entities will play critical roles in the investigation, response, and very importantly, messaging around the incident. A united front is also essential to maintaining public trust and managing the narrative, and so coordination with these authorities ensures that your messages are accurate and consistent, providing a clearer picture to the public.

THE RECOVERY

The aftermath of an airline accident is a long and complex process, so it is important to keep the lines of communication open with regular updates. These updates should include new developments, ongoing efforts, and responses to any emerging concerns. Frequency is key – even if there is little new to report – and brief but routine updates go a long way towards reassuring the public that you are on top of things. This ongoing communication also demonstrates openness, transparency, and a commitment to keeping everyone informed.

During major crises, the media can be both an ally and a challenge during a crisis. Your spokesperson or media coordinator must, therefore, be specially trained in media relations and handling high-pressure press interviews. Be prepared, too, for tough media questions as tensions usually run high during crisis events. Nonetheless, your media managers must remain unflustered, deftly steering back to your key messages around safety, transparency, and support for the affected.

SOCIAL MEDIA

Then there is the beast called social media, which is increasingly becoming a double-edged sword in crisis communications management. On one hand, it can amplify and disseminate your message with incredible speed, but it can also spread misinformation and disinformation just as fast. It is important, therefore, to monitor social media channels closely for emerging trends and public sentiment and to respond quickly to correct false information. It is also a good idea to use these platforms to share your updates and express your empathy as a proactive approach on social media can help manage public perception and maintain control over the narrative.

INTERNAL MARKETING

Finally, don’t neglect your internal audience: your employees. They, too, need to be informed and aligned with your external messages through regular updates and support services. An informed and supportive workforce can be your greatest asset during a crisis and can contribute positively to the recovery effort as ambassadors for the company.

An airline accident has long-term implications. As the initial shock wears off, the focus will begin to shift to the investigation and its findings. But the principles of openness and transparency must be maintained throughout in order to rebuild trust after the event has passed. The goal of your long-term communication efforts should, therefore, be focused on demonstrating a commitment to safety and continuous improvement.

Now do you need to be managing an international mass casualty airline disaster to make us of the principles outlined here? Absolutely not. Any accident, emergency or crisis can be confidently handled by adhering to the principles of speed, empathy, transparency. Combined with a little foresight, some proactive planning and the right approach, it is possible to navigate through the turbulence and bring about a smooth landing even under the most challenging conditions.

Major Basil Jarrett is a communications strategist and CEO of Artemis Consulting, a communications consulting firm specialising in crisis communications and reputation management. Follow him on Twitter, Instagram, Threads @IamBasilJarrett and linkedin.com/in/basiljarrett or visit www.thecrisismajor.com. Send feedback to columns@gleanerjm.com.