“The Exxon Corporation was, and is, working hard to take the lead in setting the standard for the environmental clean-up along the 1,200 miles of damaged Alaskan coastline. Yet, despite all their efforts they still hear cries of foul. News articles claim the corporation is falling short of its responsibilities. Video footage of out-of-work fishermen sitting in idle boats carries the depressing message that the fishing industry cannot provide a livelihood for several more years. Exxon has spent billions of dollars related to that tragic oil spill. In spite of their efforts they continue to pay the price in money, damaged reputation, and ill-will.”

—  Wheeler L. Baker

Source: Crisis Management: A Model For Managers (1993), p. 2

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Wheeler L. Baker photo
Wheeler L. Baker22
President of Hargrave Military Academy 1938

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“It is natural for government and business leaders to want to make the best of a bad situation. For example, articles on Watergate postulated that we are now better off because the crisis demonstrated the strength of a democracy. Some contend that the Exxon Valdez oil spill had a good side in that there were many "lessons learned". THIS IS UNACCEPTABLE! I do not subscribe to the "I have to fail to learn and improve" theory. A set-back leading to "experience and growth" is one thing; total failure is another. Few corporations could sustain as much bad press as Exxon, not to mention the opportunity cost of billions of dollars that could have been applied more profitably elsewhere. An organization's most precious resources are its time, energy (individual and corporate) and capital. They should be directed toward increasing profit, providing better service and improving the organization's reputation. They should not be wasted on damage control. Yet we continue to hear stories of crisis situations that drain organizations of that valuable energy and focus.”

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