In a crisis, people are more likely to co-operate with instructions if they know the reason why.
On an overnight flight from London to Dubai this week on the way to speak at the IQPC CMO Congress, our sleep was interrupted by a call over the PA. "If there is a medical doctor on board will you please make yourself known to a member of the crew." (I'm often surprised that there is almost always a doctor on board every aircraft - there are either a lot of doctors in the world, or the ones that there are travel a lot). There was a medical emergency with a passenger.
A doctor duly came forward and the decision was taken to continue to Dubai, where we were met by an emergency medical team and ambulance.
Have you ever noticed that when a plane reaches the gate, people seem to leap out of their seats as if a spring had propelled them upwards? They rush to get their stuff from the overhead lockers like their lives depended on it. Then they stand in the aisles for ten minutes waiting for the airbridge to connect. It's a global ritual, and people are very competitive about it.
On this occasion, the pilot came on the PA as he taxied from the runway. He explained that a passenger had been involved in a medical emergency and we were going to be met by a team. Would we all help by staying in our seat with our seat belts on so the team could have free access to do what they needed?
And everybody did. There were no complaints, no muttering and no tutting, even though people's sleep had been disturbed and we were feeling a bit crotchety. Because the passengers knew that by doing this they were helping the sick passenger and the crew.
It struck me that this is also true in a crisis.
In an emergency, of course, your message has to be very simple. If the building is on fire, the fire alarm is a way of shouting "get out" at people. No need for pleasantries.
However, in many crises, the need is less obviously so urgent. It's important we tell people why we need them to do things. In the 7/7 London bombings, for example, we asked people to stay in their buildings and not go on the street. We explained this was because there could be other bombs. They understood the reason and they stayed in.
A simple explanation can be very powerful. "Do this" and "this is why". Unless there is a threat to life - then it can just be "do this" but later when things are calm, tell people "why" you asked them to do it.
Arriving at the Ritz-Carlton hotel in Dubai at 8am I was exhausted. The bell boy beamed. He got my name from my luggage tag and addressed me personally. I got to the reception and told the receptionist I was dead beat. A broad smile broke across her face. "That's something we can fix right away", she said. OK, it was the Ritz Carlton, but the cheapest of hotels can manage a smile. It's one of the most powerful communication signals. And it crosses every language and cultural barrier.
(Posted from Kuala Lumpur International Airport)
On an overnight flight from London to Dubai this week on the way to speak at the IQPC CMO Congress, our sleep was interrupted by a call over the PA. "If there is a medical doctor on board will you please make yourself known to a member of the crew." (I'm often surprised that there is almost always a doctor on board every aircraft - there are either a lot of doctors in the world, or the ones that there are travel a lot). There was a medical emergency with a passenger.
A doctor duly came forward and the decision was taken to continue to Dubai, where we were met by an emergency medical team and ambulance.
Have you ever noticed that when a plane reaches the gate, people seem to leap out of their seats as if a spring had propelled them upwards? They rush to get their stuff from the overhead lockers like their lives depended on it. Then they stand in the aisles for ten minutes waiting for the airbridge to connect. It's a global ritual, and people are very competitive about it.
On this occasion, the pilot came on the PA as he taxied from the runway. He explained that a passenger had been involved in a medical emergency and we were going to be met by a team. Would we all help by staying in our seat with our seat belts on so the team could have free access to do what they needed?
And everybody did. There were no complaints, no muttering and no tutting, even though people's sleep had been disturbed and we were feeling a bit crotchety. Because the passengers knew that by doing this they were helping the sick passenger and the crew.
It struck me that this is also true in a crisis.
In an emergency, of course, your message has to be very simple. If the building is on fire, the fire alarm is a way of shouting "get out" at people. No need for pleasantries.
However, in many crises, the need is less obviously so urgent. It's important we tell people why we need them to do things. In the 7/7 London bombings, for example, we asked people to stay in their buildings and not go on the street. We explained this was because there could be other bombs. They understood the reason and they stayed in.
A simple explanation can be very powerful. "Do this" and "this is why". Unless there is a threat to life - then it can just be "do this" but later when things are calm, tell people "why" you asked them to do it.
Arriving at the Ritz-Carlton hotel in Dubai at 8am I was exhausted. The bell boy beamed. He got my name from my luggage tag and addressed me personally. I got to the reception and told the receptionist I was dead beat. A broad smile broke across her face. "That's something we can fix right away", she said. OK, it was the Ritz Carlton, but the cheapest of hotels can manage a smile. It's one of the most powerful communication signals. And it crosses every language and cultural barrier.
(Posted from Kuala Lumpur International Airport)
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