by Roger Pynn
The failure of all parties to aggressively communicate on the night the lights went out in NOLA is a powerful example of what can happen when an organization fails to realize that in today’s environment the name of the game is blame.
That the lights embarrassingly went out on America’s biggest sporting event aside, there are simply too many factors that support a take-charge attitude by the city of New Orleans, the Mercedes-Benz Superdome’s management team, Entergy and others. When you have a building that regularly hosts crowds of 70,000+ guests, there’s a confidence factor associated with buying a ticket … whether to a football game, a concert or a monster truck event.
On everything from CNN to Entertainment Tonight to local business journals, “reporters” have been trying desperately to find out who to blame … and the players in this story have even started to blame each other, when in fact they ought to be acting like partners, expressing concern and promising to do whatever it takes to avoid a repeat performance.
To trivialize the situation by pointing out that the only injuries were minor (when an escalator shut down) only makes it worse. Bad things could have happened. Thankfully they did not. I’d be worrying about ticket sales to the upcoming Advance Auto Parts Monster Jam on February 23 or the Essence Music Festival in July … and I’d be making clear what is being done to protect my customers, rather than blaming someone else.
More and more frequently, it seems that decision-making has become a lost art … or at least that there’s a lack of focus on the end product of meetings in corporate settings. Meetings for meeting’s sake take up time, needlessly involving too many people in the mechanics that should lead to solutions.