Leadership in Times of Crisis: The New York Times Article about Patagonia’s Former CEO

In the public relations profession, a company needs to have an established leader that positively impacts the employees, customers, and overall legacy of the business. But what characteristics exactly make a strong and inspiring leader? How can a C.E.O navigate a company with authenticity, even in times of crisis?

While our class has already discussed some of these questions, the New York Times article, Patagonia’s Former C.E.O. Retreats to the Rainforest, gives a real-world example using a company with a strong brand image, corporate culture, and societal value. Patagonia is a globally renowned company with a powerful “why” statement. On the company website, Patagonia offers quality products and a variety of sustainability efforts, with the following mission statement; “We’re in business to save our home planet.” From a consumer’s perspective, it is clear that Patagonia values creating a purposeful company footprint that differs from most other clothing brands in the present day.

The article opens with the statement that “Patagonia has never been a typical company,” further proving this point by mentioning its early use of organic materials and long history of political activism. The article then focuses on Rose Marcario, the C.E.O. of Patagonia, who joined the company in 2008, and her decision to step down from the position in June of 2020. As the coronavirus pandemic has impacted clothing businesses immensely this past year, it has also changed the roles of C.E.O.s as the leaders of said companies. They must make difficult decisions daily, like whether or not to keep stores open, changing their online shopping to accommodate customers better, or even communicating to the public how the company is making an effort to stay safe and uphold values amidst a time of crisis.

The article is especially introspective to public relations leadership and management because the shift from one company C.E.O. to another during a global crisis can impact its brand image. As a customer of the brand, I think it's often difficult for one to think about who the leader is and what they represent to the company, especially in a larger industry. It was engaging as an aspiring public relations professional to think about the company through a critical lens. It made me stop and ask myself the following questions:

- What kind of impact does a C.E.O. have on the company’s brand, culture, and societal value?

- Why does leadership matter in a company, even when that position is subject to change when a C.E.O. leaves?

- How can a company invoke a smooth transition of management during situations like Marcario leaving Patagonia?

The article gives a different perspective to the reader compared to a press release from the company itself. It is almost like you’re able to connect with Marcario on a more personal level as she gives insightful answers throughout the interview. When asked if Marcario considered other C.E.O. jobs after Patagonia, she responds:

“When I think of what I want to devote myself to in the next decade, it comes to answering this question: How do we use business as a force for good, instead of evil and greed? To create jobs, to give people satisfaction that they’re helping the world, and not hurting it?” (Patagonia’s Former C.E.O. Retreats to the Rainforest, The New York Times, 2021)

These questions reflect the values of Marcario as a leader on a professional scale, and her personal values on the utilization of business. These questions can help aspiring public relations professionals when they too think about the companies they represent.

References

Gelles, D. (2021, February 19). Rose Marcario, the Former C.E.O. of Patagonia, Retreats to the Rainforest. The New York Times. www.nytimes.com/2021