Fear of commitment
July 2009

When the eHealth agency scandal hit the media in early June, it is certain that the Ontario Government’s “spin team” of issues managers and media relations political staffers probably did not anticipate, nor most certainly hope, the story would still have legs in the last week of June. Even now, a full month after the start of the crisis, articles about eHealth continue to surface.

Why did the crisis linger even after the dismissal of the CEO and resignation of the Board Chair? First, the issue involved health care and in Canada, health care is such a pillar of our national identity that it spends a lot of time in the spotlight. It is well known in political circles of any stripe that governments rise and fall on the public’s perception of how they manage health care.

But perhaps more importantly, it was because the Government didn’t commit to their response. First there was some defensive messaging about ‘market rates’ for consultants. Then came the commitment to get to the bottom of it all. What followed of course was the dismissal of the CEO and, eventually, the resignation of the Board Chair. The issue was managed incrementally. By managing the issue by piecemeal, it looked like no one was really in control and no one really knew what was going on. This smacks of weakness and presents an opportunity for some. The issue blossomed from a story about expensing a two dollar twinkie to mismanaging over half a billion dollars.

Contrast this with how the CEO of Maple Leaf Foods managed the food contamination issue definitively; no half measures there.

What should have been done? It is generally agreed that in times of crisis, you should get all the bad news out in the public domain immediately. And generally, this is a good idea as you get over an issue faster this way. But sometimes it makes sense to defend a position. It can show strength. And sometimes there really is no crisis, only hyperbole and empty accusations; things which are easy to manage head on.

Of course every case is different but the point is, you need to make a decision early in the crisis as to what you’re going to do. Get all the bad news out, take the hit and clean house or stand and fight. But what you shouldn’t do is change course mid-way through a crisis. That is, of course, unless you want to prolong and expand the issue and come off looking weak in the process.