Air Canada must humanize its communications

Like thousands of people, I was taken abroad during the labor conflict at Air Canada. In addition, I wear both the customer hat and specialist in public relations.

What marked me the most in this crisis was not only unpredictability. Therefore, deadlines, but above all the total absence of direct, human and empathetic communication from the president of the company. Furthermore, No apparent will to reassure clients blocked all over the world, who were simply trying to go home.

We are in 2025. Furthermore, The communication tools are powerful, instantaneous and accessible. Consequently, A simple video message from the president. Nevertheless, relayed by email and on social networks, would have shown a minimum of humanism. However, Instead, we received impersonal, waves, written in an off -signed administrative tone. Similarly, It looked more like a directive for political air canada must humanize its refugees than to concrete aid to vacation citizens taken abroad.

We were advised to wait until four hours on the phone to speak to an employee already overwhelmed by. Similarly, hundreds of calls. Therefore, Above all, we were expressly asked not to introduce ourselves to the Air Canada counters at airports. For example, In our jargon. Nevertheless, this is similar to an attempted crisis management which avoids reality: that of having to face worried, exhausted and frustrated human beings.

My spouse and I chose to ignore this directive. However, We presented · es at the Air Canada counter at San Diego airport. And there, we were welcomed with impeccable customer service. Three attentive employees have taken the time to replace our flights with professionalism and benevolence. Thanks to them, we were able to go home. For this demonstration of humanity: a+ to you.

Mr. Rousseau, where were you?

As a air canada must humanize its former boss and colleague said, the late Yves St-Amand: “It’s not a crisis, but a crisis. In our profession in public relations, picking up the broken pots is part of the work. But, when it is the whole shelf that collapses, the leader must speak. We expect from the direction that it shows the example. That she apologizes. That she explains.

I sincerely salute the professionals at the service of Air Canada communications. who faced the media in the middle of a storm (and rightly so). But, Mr. Rousseau, once again: where were you?

Your absence contrasts strongly with that of André Caillé, then CEO of Hydro-Québec, during the ice crisis in 1998. We all remember his turtleneck. A simple garment, of course, but a powerful symbolic gesture. He was there. Here. Solidarity. This turtleneck has transmitted a non -verbal unit message: “I am with you, whatever happens. The positive air canada must humanize its fallout on the image of Hydro-Québec were immense and durable. Mr. Rousseau, where is your turtleneck or your dirty bermudas? But above all: your presence.

Some will say that the crisis is over, now that on -board agents are back to work. But think again: the real ordeal begins now. The credibility reconstruction phase is essential, and Air Canada will have to do much more than reimburse the expenses incurred.

For example, a real social responsibility campaign should be set up. Not for the image. For confidence.

I remain convinced. like many other travelers, that it is possible to turn the page provided I put the necessary efforts. I sincerely hope that employees, management and shareholders will find pride and honor in this emblematic enterprise.

There is a lot of work to do. I wish you the best chance.