Boeing CEO Responds to Questions
This week, Boeing CEO Dennis Muilenburg answered lawmakers’ questions about the two Max 737 plane crashes in the past year. Facing families of deceased passengers, Muilenburg began his testimony with an apology:
“I’d like to begin by expressing my deepest sympathies to the families and loved ones of those who were lost in the Lion Air Flight 610 and Ethiopian Airlines Flight 302 accidents, including those who are here in the room today. I wanted to let you know, on behalf of myself and all of the men and women of Boeing, how deeply sorry I am. As we observe today the solemn anniversary of the loss of Lion Air Flight 610, please know that we carry the memory of these accidents, and of your loved ones, with us every day. They will never be forgotten, and these tragedies will continue to drive us to do everything we can to make our airplanes and our industry safer.”
One of the most tense moments was when Senator Ted Cruz questioned Muilenburg (see video). Muilenburg also faced criticism as he was leaving. The mother of a victim of the second crash responded to his invoking his Iowa farm background:
“Go back to Iowa. Do that.” She also said, “I don't feel like you understand. It's come to the point where you're not the person anymore to solve the situation."
Discussion:
Watch more of Muilenburg’s testimony. What are some examples of questions he addressed well, and how could he have done better?
How well does Muilenburg balance emotional appeals, logical arguments, and credibility in his testimony?
What leadership character dimensions are illustrated by this situation and by Muilenburg’s testimony?
Muilenburg’s interaction with the mother is a difficult situation for anyone to handle, and we can certainly understand her grief and anger. How would you have responded?
CNN reports:
“In response, Muilenburg said he respects her viewpoint. "But I want to tell you the way I was brought up. And I'm just being honest here about it. I learned from my father in Iowa ... when things happen on your watch you have to own them and you have to take responsibility for fixing them," he said.
Astros Executive Fired After Yelling at Female Reporters
Brandon Taubman, assistant manager of the Houston Astros baseball team, was fired after comments made to female reporters. The situation became more complicated because the team, at first, criticized a Sports Illustrated reporter, Stephanie Apstein, and called her article, “misleading and irresponsible” and a “fabrication.”
In the team club house, after a game, Taubman yelled at the female reporters, “Thank God we got Osuna. I’m so f------ glad we got Osuna!” The MLB suspended Osuna for 75 games because of a domestic violence charge, and the Astros took a PR risk in hiring him. A Sports Illustrated writer criticizes the team’s decision:
But in truth, the Astros' front office acts as if it is tired of being yelled at about this subject. They want to be allowed to play their baseball games and pop their champagne without being forced to think about anything that happened away from the ballpark.
The team’s first response of defending Taubman didn’t stick. They later issued a statement apologizing to both the group of female reporters and Apstein.
Ernst & Young is scrubbing its website of ties to Taubman, who worked for the firm. EY is facing its own trouble following criticism about a training program for women.
Discussion:
What’s your view of the situation—both Taubman’s outburst and the Astros’ response?
Analyze the team’s statement. What leadership character dimensions does this illustrate, and how does it fall short? What could be improved?
Did EY do the right thing by trying to disassociate with Taubman? Why or why not?
WeWork: "Humbler"
Several articles in the past few weeks have scolded WeWork CEO Adam Neumann and the investors who followed his story.
The Wall Street Journal was the first to describe Neumann’s odd behavior and published another article, “WeWork Investors Turned Off by ‘Sloppy’ IPO Filings.” The recent article explains one problem in the filings (shown below):
“A section headed ‘illustrative annual economics’ that assumed 100% workstation utilization vanished, for example, as did two graphs portraying a typical location going from ‘-$’ to ‘+$,’ with no y-axis showing the actual dollar amounts being depicted.”
A New York Times article, “Was WeWork Ever Going to Work?” criticizes investors for missing obvious problems with the company’s initial business plan, such as the reliance on start-up revenue when most entrepreneurial ventures fail. According to this report, it took people finally looking at the data to realize how much We is losing and how hard it will be for the company to succeed.
The article includes other examples of investors’ blind exuberance:
“It is not merely money that separates the ruling class from the rest of the country. Often it seems as if it is the gaping difference in the application of common sense. Ultimately, it was the bankers, technocrats, statesmen and acolytes of the data-junkie class who were willing to believe that Elizabeth Holmes, a 19-year-old college dropout who thought a black turtleneck would make her Steve Jobs, was going to revolutionize blood-testing. It didn’t seem to matter that she could not deliver any real evidence to prove it.”
An Inc. article, “The Future of WeWork: Leaner, Humbler, and Duller,” suggests a new path for We. The author suggests less hype, fewer employees, and more discipline for the company to survive.
Discussion:
Who do you blame for WeWork’s failed IPO?
If you believe the New York Times article, investors are gullible. Do you agree with this assessment? If so, why might this be the case?
Read the “Note”—the fine print—under the table, shown above. How do you interpret this information?
What should We do now to build credibility and save the business?
Third CEO Announcement This Week: Wells Fargo
Wells Fargo announced a new CEO: former BNY Mellon, Visa CEO Charlie Scharf. According to a Bloomberg report, Scharf is “quiet-ish” and known for being “direct and willing to clean house”
Scharf joins Wells Fargo as the company battles scandals beginning in 2016, when about 2 million fake accounts were discovered. Since then, the company has faced additional ethical questions and hasn’t fully recovered its image.
In its news statement, Scharf expressed his enthusiasm for the new job:
“I am honored and energized by the opportunity to assume leadership of this great institution, which is important to our financial system and in the midst of fundamental change. I have deep respect for all the work that has taken place to transform Wells Fargo, and I look forward to working closely with the board, members of the management team, and team members. I am committed to fully engaging with all of our stakeholders including regulators, customers, elected officials, investors, and communities.”
Scharf replaces General Counsel C. Allen Parker, who was appointed interim CEO, after Tim Sloan left in 2019.
Discussion:
How well did the Wells Fargo news statement meet its communication objectives?
The news statement doesn’t mention Wells Fargo’s troubled history. Should it? Why or why not?
Industry insiders expect Scharf to make significant changes in the organization. If you were considering a position at Wells Fargo, how would this news affect your decision?
WeWork Co-Founder and CEO Steps Down
WeWork announced that Adam Neumann will leave his position after controversy about the company’s financial situation and the co-founder and CEO’s behavior. Within a week, the company went from preparing for an IPO to facing criticism that led to this ouster and a delayed public offering.
The company valuation has been reduced from about $47 to $15 billion based on governance issues and what the Wall Street Journal calls “ballooning losses.” The Journal also reported on Neumann’s “eccentric behavior,” including a heavy-party lifestyle that recently involved bring marijuana on a plane to Israel and saying that he might like to be the prime minister.
In its news release, WeWork provided scant information and a few quotations, including this from Neumann:
“As co-founder of WeWork, I am so proud of this team and the incredible company that we have built over the last decade. Our global platform now spans 111 cities in 29 countries, serving more than 527,000 members each day. While our business has never been stronger, in recent weeks, the scrutiny directed toward me has become a significant distraction, and I have decided that it is in the best interest of the company to step down as chief executive. Thank you to my colleagues, our members, our landlord partners, and our investors for continuing to believe in this great business.”
Discussion:
Compare the company’s news release to others announcing CEO departures. How does this one differ, and why would the company take this approach?
What are the communication objectives of Neumann’s statement? How well does his quote meet those objectives? What else, if anything, should Neumann say or do?
British Airways Labor Dispute Arguments
On Thursday, British Airways pilots went on strike for the second time this week, grounding about 1,700 flights. Wanting a greater share of profits, pilots have turned down the company’s offer of 11.9% in pay increases over the next three years.
Typical in these situations, the union and company blamed each other. The union, the British Airlines Pilots Association (Balpa), claims that company management chose to cancel flights instead of negotiating with them in good faith:
“Balpa set a gap between the first and second periods of strike action to give BA time to work with us to settle this dispute with their pilots. We had today been exchanging new ideas to do that via [the arbitration service] Acas and so it irresponsible and inconsiderate to its customers that BA has pulled out and decided to start cancelling flights now, just to save money on compensation. BA did not respond to our latest proposals before cancelling these flights.
“Passengers who will be affected by these cancellations should know that we have given BA multiple opportunities to work with us so we could call off this action.”
The company blames pilots for walking out:
“It is now a month since we shook hands on a pay deal. We urge [Balpa] to call off their strike and return to negotiations.
“To give our customers as much certainty as possible, we are now contacting all those affected to offer them a full refund or a rebook on an alternative date, destination or airline. We are very sorry that Balpa’s actions will affect thousands more travel plans.”
Discussion:
How effectively does each side express its perspective in the above quotes?
Research both sides of this debate. What are Balpa’s strongest and weakest arguments? What are BA’s?
What persuasive strategies does each side use in its arguments: logic, emotional appeal, and credibility?
Backlash After President Trump Fundraiser
Equinox and SoulCycle customers are not happy about a fundraiser for President Trump sponsored by the companies’ owner, the chairman of a real estate firm. Threats of boycotts and cancelled memberships provoked quick responses from both companies.
SoulCycle CEO Melanie Whelan also said, “SoulCycle has nothing to do with the event and does not support it. … We know who we are and we know what we believe in, and nothing will ever change that.”
Capitalizing on the brands’ distress, other fitness companies are offering discounts and free trials to try to win business.
Discussion:
More company executives feel inspired towards political activism. What are the advantages and risks?
Did the real estate company owner, Stephen Ross, act inappropriately by hosting a fundraiser? Why or why not?
Analyze the companies’ statements. What persuasion strategies do they use to rebuild each brand?
Compare the statements. Does one work better than the other? What criteria do you use to compare them?
Another Blackface Disaster
Belgium’s Africa museum hosted an event for which people arrived in pith helmets, blackface, and other offensive and stereotypical clothing. Understandably, the Congolese community is upset. As one representative said, "Ethnic, exotic or African is not a costume that you can put on and take off.” You can read about Belgium’s occupation of the Congo to understand the history.
The party was organized by a separate company, Thé Dansant, and one organizer defended the party: “Even if one person painted his face black, it was not meant to be offensive. Many people of African origin were enthusiastic about the concept and were present.”
So far, the Royal Museum of Africa is trying to distance itself from the event and hasn’t issued a statement or apology.
Museum image source.
Party image source.
Discussion:
What’s your view of Thé Dansant’s response?
What is the museum’s accountability? What should the leaders do or say?
Capital One's Response to the Breach
A hacker got access to 140,000 Capital One customers’ credit information and social security information, and about 106 million people were affected by other leaked information. Officials arrested Paige A. Thompson, who goes by “erratic” and was a former Seattle technology company software engineer.
In a bar chart, a BBC article puts this breach in context of others. Capital One’s press release describes the company’s quick response:
“Capital One immediately fixed the configuration vulnerability that this individual exploited and promptly began working with federal law enforcement.”
The release also includes a statement from Chairman and CEO Richard Fairbank:
"While I am grateful that the perpetrator has been caught, I am deeply sorry for what has happened. I sincerely apologize for the understandable worry this incident must be causing those affected and I am committed to making it right."
In addition, as expected, the release includes information for customers, offers free credit monitoring, and provides an FAQ.
Discussion:
Analyze the press release. Consider the audiences, objectives, organization, tone, and so on.
How well does Fairbanks demonstrate humility in the press release? What other leadership character dimensions are illustrated? How well does he inspire confidence in Capital One?
Analyze the BBC chart shown here. What works well about the chart, and what else would be helpful to understand these breaches in context?
Rutgers Chancellor "Berates" Police Officers
The Chronicle reported that Rutgers Chancellor Nancy E. Cantor “apologized for berating campus police officers.” On her way to the airport, Cantor’s driver hit a parked police car. She was detained and said, “If I miss my airplane, you folks are in trouble!” When an officer asked, “I’m sorry, who are you?” she yelled, “I’m the chancellor!”
The episode, which happened in March, was recorded on the officer’s body camera. Part of the debate is about whether Cantor needed to be detained because she entered the vehicle after the driver hit the other car.
Regardless, the video became public, Cantor apologized, and the Rutgers-Newark police chief responded:
“I appreciate Chancellor Cantor taking the time to review the video. I along with the RUPD are appreciative of her kind words and support. The sentiment is extremely appreciated, and we look forward to continuing a positive working relationship with the Rutgers-Newark chancellor’s office.”
Discussion:
Watch the video exchange. What’s your view of the chancellor’s behavior with the police officers?
Should the officers have done anything differently in this situation? Why or why not?
Assess the police chief’s response. How well does he demonstrate forgiveness?
Boeing at the Paris Air Show
After two fatal plane crashes involving its 737 Max jet, Boeing is trying rebuild its image, and the company made some headway at the Paris Air Show, an international aircraft sales event.
Company leaders are coming closer to admitting mistakes more directly. CEO Dennis Muilenburg said, “We clearly had a mistake in the implementation of the alert.” Muilenburg also admitted that company communications were “inconsistent” and “unacceptable.” Kevin McAllister, the company’s head of commercial aircraft, said, “We are very sorry for the loss of lives as a result of the tragic accidents...our thoughts and our prayers are with their families," and "Our priority is doing everything to get this plane safely returned to service. It is a pivotal moment for all of us.”
At right is a video of McAllister discussing future plans.
Illustrating confidence in the plane, IAG, which owns British Airway, ordered 200 new 737 Max jets, worth about $24 billion at list price. Airbus wants a chance to bid, and we’ll see whether the request is granted.
Discussion:
Based on this and other news reports, how well is Boeing recovering from its crisis? Read more about reactions to the IAG order to help inform your conclusion.
Analyze Kevin McAllister’s communication in the video. Compare his style and approach to Dennis Muilenburg’s. What similarities and differences do you observe?
Mets Manager Admits Mistake
Mets manager Mickey Callaway admitted that an “administrative” error of switching pitchers “probably cost” the team the game. According to reports, the admission was unusual. As one news outlet explained, “His postgame press conferences can get combative, and his unwillingness to admit to any wrongdoing hasn’t played well with the New York media.”
Fans and players seem to be responding positively to the Callaway’s apology. One example is the response from first baseman Pete Alonso:
“Having a manager that’s not straight up and honest, that’s tough to play for a guy like that. But I’m fortunate enough to play for a guy like Mick. I love playing for Mick and all of the other guys love playing for Mick because he’s been honest and straight-up.”
For years now, corporate stakeholders have expected more humility from leaders. Seeing an example in sports is refreshing.
Discussion:
What’s your view of Callaway’s admission?
Not everyone likes this approach. I haven’t seen the clip, but a friend tells me local sports commentators said they want to see more “leadership.” Is admitting failure not part of demonstrating leadership?
What other leadership character dimensions are illustrated by this example?
VW's New Ad
Volkswagen is still trying to rebuild its image after the emissions scandal in 2015. A new advertising campaign tackles the issue directly, beginning with audio news reports from that time. But the focus, described on YouTube, is on the future: “Every negative has a positive. Learn more about our all-electric vehicles and our plans to help make a better tomorrow at vw.com #drivefortomorrow #vw.”
With an emphasis on innovation, the ad is set to Simon and Garfunkel’s classic song, “The Sound of Silence.” Viewers can imagine company engineers during the past few years creating a new line of electric cars— while VW executives said little about the controversy.
The senior VP of marketing for VW of America acknowledged that the ad is risky but explains the rationale:
“[w]ithout mentioning the past...we would never have the credibility or authenticity to move forward with the brand. Through the last three-and-a-half years or so we kind of operated as usual in the consumers [sic] eye. We kept a very consistent message in the marketplace but didn’t really have a powerful point-of-view as a brand.”
Discussion:
What’s your view of VW’s new ad campaign? Did the company make the right decision by invoking the scandal?
Other companies facing scandals, such as Uber and Wells Fargo, placed large apology ads, but VW didn’t take this approach. Why do you think that may be the case? Compare VW’s strategy to other recent recovery campaigns.
Carnival Responds to New Charges
Again, Carnival Cruises is accused of polluting and cover-ups. In 2016, the company paid a $40 million settlement because of actions by its Princess Cruise Lines, including dumping oil-contaminated waste. Now, the company has admitted to violating the 2016 agreement and will pay an additional $20 million.
The Justice Department’s statement identifies violations of probation terms, such as falsifying training records, preparing ships before inspections, and discharging plastic into the water. The plastic discharge was from another Carnival Cruise ship, the Carnival Elation.
In response to the charges, company chairman Arnold W. Donald said, “I do take responsibility for the problems we have. I am extremely disappointed that we’ve had them. I know you have reservations about our commitment and who we are. I want you to know we are fully committed.”
The company also posted a response on its website: corrective actions, information about water treatment, and FAQs. The short press statement, at the top, includes the company’s commitment:
“Carnival Corporation remains committed to environmental excellence and protecting the environment in which we live, work, and travel. Our aspiration is to leave the places we touch even better than when we first arrived.”
Discussion:
Assess Carnival’s response. What persuasive strategies does the company use on its website? What works well, and what could be improved?
The chairman said, “I know you have reservations about our commitment and who we are.” Do you have reservations? Why or why not? How can the company change perception? Consider dimensions of leadership character.
Uber CEO Explains Disappointing IPO
Uber CEO Dara Khosrowshahi sent email to employees about the company’s disappointing IPO. Shares sold for $45 but dropped the next day to a low of $37.08. In his email, Khosrowshahi encourages employees to take a long-term view and compares the company to Amazon and Facebook, which he says also experienced trouble after their openings.
Team Uber:
I’m looking forward to being in front of you at the All Hands tomorrow, but I wanted to send you a quick note in the meantime.
First off, I want to thank you all for your passion for and commitment to Uber. We simply would not be here without you.
Like all periods of transition, there are ups and downs. Obviously our stock did not trade as well as we had hoped post-IPO. Today is another tough day in the market, and I expect the same as it relates to our stock.
But it is essential for us to keep our eye on the long-term value of Uber for our customers, partners, drivers and investors.
Every stock is valued based on the projected future cash flows/profits that the company is expected to generate over its lifetime. There are many versions of our future that are highly profitable and valuable, and there are of course some that are less so. During times of negative market sentiment, the pessimistic voices get louder, and the optimistic voices pull back.
We will make certain that we communicate our incredible value as a company that is changing the way the world moves, but also the value that we are building for our owners. But there is one simple way for us to succeed – focus on the work at hand and execute against our plans effectively.
Remember that the Facebook and Amazon post-IPO trading was incredibly difficult for those companies. And look at how they have delivered since.
Our road will be the same. Sentiment does not change overnight, and I expect some tough public market times over the coming months. But we have all the capital we need to demonstrate a path to improved margins and profits. As the market sees evidence, sentiment will improve, and as sentiment improves, the stock will follow. We will not be able to control timing, but we will be able to control the outcome.
We will be judged long-term on our performance, and I welcome that. It’s all in our hands.
I look forward to being there at the All Hands to answer Qs and tell you more.
Discussion:
Why would Khosrowshahi write an email in advance of an employee meeting?
What persuasive strategies does he use to explain the IPO performance?
Which arguments do you find least and most convincing?
Leadership Challenge at Uber
A New York Times article describes discomfort among Uber’s leadership as the company plans to go public. Founder and former CEO Travis Kalanick wanted to join the company to ring the opening bell at the New York Stock Exchange, a tradition for IPOs. Kalanick still holds a seat on the board and, as founder, he wanted to participate in the company’s joyous moment—and to bring his father.
Current CEO Dara Khosrowshahi denied the request. For two years, Khosrowshahi has been trying to shed negative public perceptions of Uber, partly attributed to Kalanick’s leadership style and the company’s “bro-culture.”
The article describes a fractured board that didn’t fully support Khosrowshahi and a company that has yet to turn a profit, losing revenue on almost every car ride. Uber follows Lyft’s recent IPO, which has lost about $26 per share since its IPO in March.
Discussion:
Did Khosrowshahi make the right decision? Why or why not?
Consider Kalanick’s perspective. What’s his point of view? Should he have asked at all?
What leadership character dimensions are illustrated by this situation?
Boeing's Crisis Response
At a shareholder’s meeting, Boeing CEO Dennis Muilenburg addressed 737 Max safety concerns following two fatal crashes. He started, as predicted, with an apology and sympathy for the “loss of life,” acknowledging the “devastation.” He contrasted these losses with the many Boeing flights that run safely—”roughly every 1.5 seconds.”
Muilenburg didn’t explicitly address issues raised in the past couple of days, particularly a Wall Street Journal article the previous day accusing Boeing of failing to report the safety feature shut-off to airlines (including pilots) and the FAA.
When asked during the Q&A about accountability, Muilenburg spoke mostly about plans going forward. When asked whether he would resign, he talked about his and his employees’ commitment to safety.
At about 9:00 on the video, a reporter asks about whistle-blowers at Boeing, referring to recent reports that employees tried to alert senior management and the Federal Aviation Administration (FAA). Muilenburg says the question is “fair” but doesn’t quite respond to the accountability issue. At about 14:15, a reporter asks, “Can you admit that the design was flawed?” This is after Muilenburg skirts the previous question, blaming a “chain of events.” Still, he would not admit to a design flaw.
And then he ends the news conference, as a reporter shouts, “Sir, 346 died. Can you answer a few questions here about that?” Earlier, another reporter noted that this was the first time they had a chance to meet with him to ask questions.
Discussion:
Assess Muilenburg’s delivery skills. What does he do well, and what suggestions would you have for his future news conferences?
How well did Muilenburg address reporters’ questions? What, if anything, could he have said differently?
What leadership character dimensions are illustrated by this story? How well did Muilenburg demonstrate them?
Carlos Ghosn Responds to Charges
The former CEO of Nissan, Carlos Ghosn, who has been arrested four times on charges related to financial misconduct, responded in a video message. The key point: “I’m innocent of all the charges.” Ghosn also claims that accusations are “all biased, taken out of context, twisted.”
Ghosn was a celebrated business executive in Japan. His success in growing Nissan is “incontrovertible,” according to a New York Times podcast. He gained a reputation as a serious cost-cutter ("Le Cost Killer"), a strategy that was questioned at the time but brought about great profits for the company, placing it second in the list of Japanese automakers behind Toyota and ahead of Honda. Ghosn was CEO from 2001 - 2017, when he became chairman. He was then removed from the board in 2018, after his first arrest.
Charges against Ghosn include using company funds for multiple personal residences, hiding about half of his compensation, shifting $16.6 million in person losses to the company, and other accounting issues.
Nissan management responded to Ghosn’s video message:
“The sole cause of this chain of events is the misconduct led by Ghosn and Kelly. Aside from any criminal matters, Nissan's internal investigation has uncovered substantial evidence of blatantly unethical conduct. This resulted in a unanimous board vote to discharge Ghosn and Kelly as chairman and representative director, followed by a shareholder vote to discharge them from the board. Further discoveries related to Ghosn’s misconduct continue to emerge. The company's focus remains on addressing weaknesses in governance that failed to prevent this misconduct.”
Discussion:
What persuasive communication strategies does Ghosn demonstrate in his video message?
What are the most and least convincing statements?
Assess his Ghosn’s delivery skills.
Which leadership character dimensions are illustrated by this situation?
Boeing's Apology Dilemma
A Yahoo Finance article describes Boeing CEO Dennis Muilenburg’s decision to apologize for the 737 MAX tragedies and speculates that he may open the company up to lawsuits. However, for crisis communication, his apology is the right decision.
After a report found the planes to blame, Muilenburg admitted, “but with the release of the preliminary report of the Ethiopian Flight 302 accident investigation, it is apparent that in both flights, the Maneuvering Characteristics Augmentation System, known as MCAS, activated in response to erroneous angle of attack information." He’s not telling us anything we don’t already know, and Boeing will likely get sued anyway.
He also apologized: “We at Boeing are sorry for the lives lost in the recent 737 accidents and are relentlessly focused on safety to ensure tragedies like this never happen again.” The apology is critical—and too late in my opinion. Research on apologies indicate that they often reduce lawsuits, time to agree on settlements, and settlement pay.
Discussion:
Do you agree with the assessment that the CEO did the right thing by apologizing?
How does this situation illustrate vulnerability as a positive leadership character dimension?
What other character dimensions are illustrated by this situation?
Southwest Faces Customer Service Criticism
Despite trading on the NY Stock Exchange under “LUV,” Southwest is taking some heat from customers because of the Boeing 737 MAX plane groundings. According to a USA Today report, customers says Southwest didn’t handle rebookings well:
They're peeved about Southwest's handling of passenger rebookings, especially last-minute flight cancellations that leave them with few options. And they're perplexed by Southwest's uncharacteristic lack of flexibility, with affected passengers given two options: take the alternate flight, even if it's days later or to a different airport, or get a refund.
Our first clue about problems came with Southwest’s first statement about the plane groundings. Little guidance was offered for customers to rebook. The first three comments on a Southwest message posted on March 13 illustrate the problem.
A Southwest spokesman said it’s a challenging situation—like a snow storm that lasts for many weeks—and claimed that the airline did everything it could, including offering "massive flexibility'.'
Discussion:
Southwest could not have prevented the Boeing 737 MAX disaster, but what about its own customer service situation? What, if anything, could company leaders have done differently?
How should Southwest react to customers’ complaints now? I see nothing on its website or blog.