Before we continue with steps service providers can take to prevent serving up the mushroom treatment to customers, we will look at a case study. This incident was horrific in nature, however, how it was handled by the CEO of the said company in the incident is commendable.
Take this lesson to learn more.
When Tragedy Struck Flight QZ8501
Tragedy struck Air Asia’s Indonesian flight QZ8501 on 28 December 2014. The aircraft operating the international flight route from Indonesia to Singapore was just over 40 minutes into its flight when it lost contact with air traffic controllers. The aircraft then stalled and crashed into the Java Sea, killing all 155 passengers and seven crew on board. The majority of the passengers on board were Indonesian citizens. Human remains and debris from the aircraft were found floating in the Java Sea by fishermen.
Open Communication Channels
Now, it pays to note that Flight QZ8501 was operated by Air Asia’s Indonesian affiliate. Yet, following the information of the crash, Tony Fernandes, Air Asia Group CEO swung into action quickly. He promptly .took to twitter for updates on the plane. He tweeted via Air Asia’s own twitter account about the fatal incident and assured the world, and especially families of victims, of a statement soon, barely an hour after the event. The tweet read “We will be putting out another statement soon. Thank you all for your thoughts and prayers, we must stay strong”.
Three hours after his first tweet, Tony was on a flight to Surabaya with a clear intention of meeting the families of the passengers and crew. A tweet announced his mission: It read “On my way to Surabaya where most of the passengers are from, with my Indonesian management. Providing information as we get it. We must stay strong.” The tweet announced to the world that the organisation had taken charge of the situation.
Social media was soon swamped by an outpouring of positive messages relayed on by people who responded to the incident and to Tony’s actions. He responded to these messages promptly. Constant updates followed on Twitter, constant which helped diffuse unwarranted rumours from emerging. The live stream of reassuring tweets by Air Asia and Tony Fernandes in the midst of news reports and official media statements provided a sense of support and empathy to all those who watched the crisis unfold. Air Asia reproduced its media statements for its Facebook page. In expression of their grief, they changed all their social media logos from bright red to monochrome grey.
Accepting responsibility is empowering
Note, again, that tragedy had struck the airline’s Indonesian affiliate. It would have been tempting to pin the blame on them. In the case of Flight QZ8501, he could have easily washed his hands off the issue and blame his Indonesian partners since they were majority shareholders, or put the blame on the weather. Instead he stepped up and assumed full responsibility. He refused to play the “blame game”.
He made himself available to the media and became the point of convergence for all post-incident operations and communication. His actions and words were focused on ensuring and communicating total support and concern towards those directly affected by this fatality. An active Twitter user with close to a million followers, Fernandes quickly apologized for the loss of life, while expressing shock and sympathy. His tweet read “I apologize profusely for what they are going through. I am the leader of this company and I have to take responsibility. That is why I am here. I am not running away from my obligations”.
Again, he tweeted, “Keeping positive and staying strong. My heart bleeds for all the relatives of my crew and our passengers. Nothing is more important to us.” In another tweet he said, “The warmth and support from the people of Indonesia has been incredible. Everywhere I go. Nothing but pure support.” These messages were very personal and genuinely touching, adding a human element to Air Asia’s whole communication strategy.
Lines of communication kept open
Air Asia maintained an unbroken line of communication on social media with all concerned. The airline and its Indonesian unit regularly issued statements – in several languages – posting the nationalities of the passengers online and setting up a briefing room for the families of the passengers. A hotline for relatives was set up as well. Every statement Tony Fernandes made and every interview he gave communicated a human touch. He was authentic, sincere and credible. It was evident that his priority was looking after the families of those affected. With Fernandes at the helm, Air Asia managed the aftermath of the tragedy with grace, sensitivity and – even given the tragic nature of the event – with elan.
The airline’s nadir also – with all due respects to the unimaginable horror that befell its patrons – became its finest hour.
