Ripping Off the Band-Aid: From the people who run to disasters, not away from them.
When I first heard about the Red Cross’ dismissal of its president Mark Everson, I thought, ‘Here we go again.’ Five presidents in six years isn’t a good track record for any organization and doesn’t inspire confidence, internally or externally.
Upon further reflection, however, I’ve come to more fully appreciate the courage and leadership of the Red Cross–an organization that’s been heavily criticized over the past few years (think 9/11 and Hurricane Katrina).Yet despite this litany of highly public criticism combined with their revolving door presidency, the Red Cross Board decided to run to the crisis. How bold of them to rip off the proverbial Band-Aid and suffer the shorter-term sting rather than to set their organization up for longer-lasting suffering.
The Red Cross’ board made several good strategic decisions:
- They got it over with: Board members understood that by asking for Mark Everson’s resignation, they were creating a two-day news story: Day one to announce that he had been dismissed, and day two for the media and public to analyze it. After the initial 48 hours, there won’t be too many more stories on the matter. Take a look at the charts below to see what I mean.
- They’re setting a higher standard: By dismissing Everson in a time when they certainly didn’t need any more bad publicity, they’re sending a message internally and externally: ‘We have a higher standard at the Red Cross.’ It is what you would expect from the people who run to disasters, not away from them.
- They understood that Everson wasn’t entrenched: The fact that the Everson scandal broke within the first six months of his tenure was, in an ironic way, a lucky break for the board. As far as the public is concerned, Everson doesn’t bleed Red Cross red in a way that someone like Elizabeth Dole did. They knew that they could distance the organization from him more easily.
- They chose to be the saint, not the sinner: Had the Red Cross known about the allegations and chosen to do nothing, they would have been setting up a ticking time bomb situation. What would have happened if the wife had found out or the girlfriend went public, and the public learned that the Red Cross had known about it and done nothing? Because they decided to face the issue head-on, they got to choose the timing, and the messaging.
Organizations and companies–even those whose reputations aren’t as in flux as the Red Cross’–can learn a thing or two from how one of the world’s most recognizable charities (and brands) handled this crisis. It doesn’t feel like it today, but bravo, Red Cross.
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