Jean-Claude Torchia 
Over the course of forty years in public relations, I have advised clients through countless high stakes crisis management situations. Before anything else, I would like to offer my deepest condolences to the families and loved ones of the two pilots who lost their lives in the tragic crash at New York’s LaGuardia Airport: Captain Antoine Forest and First Officer Mackenzie Gunther. In the face of tragedy, they showed extraordinary courage and an unwavering sense of duty, an act of true heroism that reflects the very best of the aviation profession. Their loss is deeply felt.
Companies are run by people, and like us, they are imperfect. But when those imperfections are repeated or fail to reflect the values they are meant to uphold, they carry consequences. The toughest moments are not about competence. They are about judgment, values, and trust.
The recent development involving Air Canada and Michael Rousseau is, in many ways, a case study in this reality. This is not about politics, nor is it about Mr. Rousseau’s performance as CEO. By most accounts, he led the organization through complex and demanding times, and for that, he deserves recognition.
But leadership at a national institution, particularly one based in Montreal, comes with broader obligations. Air Canada serves English and French speaking Canadians from coast to coast. Respect for both official languages is not symbolic, it is foundational. It is part of the social contract the organization has with the country it represents.
The behavior and decisions of a CEO carry significant weight in the minds of consumers. Public perception of leadership influences trust in the organization and, ultimately, choices made by customers. Missteps at this level can reverberate far beyond internal operations.
The English only video that circulated publicly reinforced a perception of disconnect. The apology that followed, while necessary, did not fully resonate. And this is where the issue lies.
Organizations can withstand a misstep. What is far more difficult to manage is repetition. A similar situation had already occurred at the Chambre de commerce in 2019 and was still fresh in the minds of many. Had this been his first misstep, the pressure to step down would not have been as great. In our business, patterns matter. Repetition erodes credibility, both internally and externally, and raises questions that extend beyond any single moment.
To his credit, Mr. Rousseau and ultimately the board recognized this. His decision to announce his retirement, effective in September, reflects both awareness and respect for the institution he led. These are not easy decisions, but they are sometimes the right ones.
There is also a deeper layer to consider. Aviation is an industry built on discipline, professionalism, and sacrifice. It carries a legacy shaped by those who came before, including pilots whose commitment defines the profession. Leadership must consistently reflect those values.
The lesson here is simple:
Reputation is not built in moments of success. It is defined in moments of judgment.
