Visible Leadership as a Viable Strategy

Is it just me, or are we seeing a real dearth of leadership among beleagured CEOs?

Every media outlet in the country has run huge, front page images of the foundered Costa Concordia and its now-disgraced captain.  Even school children know that the Italian cruise ship ventured off course to pay tribute to a retiring colleague, hit a rocky reef, tipped over on its side and caused a score or more deaths.  One would have to be on life support not to have witnessed the impact this tragedy has had on a formerly safe, serene industry.

Yet conspicuously absent from these images has been the face of Micky Arison, the CEO, chairman, and part owner of Carnival Corp., parent company of Costa Crociere.   The Wall Street Journal asked to speak with him and he declined.   He has few quotes in the media, and those are through Twitter and news releases. Carnival defends him staunchly: they report that he has been in constant contact with Costa executives, that he has a policy of letting his division heads run their own operations, that he shuns the limelight, and that he feels Costa’s management team is best equipped to handle and sort out the mess.   Board members praise him for his calm, controlled leadership style and rational approach.

There is only one problem with said approach.  It’s not leadership.