LEADERSHIP
LEADING
THROUGH
CRISIS AT
MAPLE LEAF
FOODS
I
n 2008, Maple Leaf Foods was faced with a deadly Liste-
ria outbreak at one of its plants in Toronto. e outbreak
made headlines — more than 20 people died from the
infection — as did the company's response. Along with
promptly recalling any of its potentially aff ected prod-
ucts and shutting down the plant, CEO Michael McCain
was highly visible throughout the crisis, held many press
conferences and posted an apology letter on the com-
pany website.
"It was a very tragic event — 23 people lost their lives
on my watch, my accountability," said McCain, speaking at a recent
Strategic Capability Network event in Toronto. "And more than any
time in our history, our core values guided our behaviour through
that time."
e company's leadership values underpin its culture and are
based on a set of beliefs that set the stage for the type of organization
Maple Leaf wants to be, said McCain.
e fi rst belief is leadership is an attitude — not an organizational
level on a chart. It's something that can be "displayed by every sole
in the organization" and is not refl ected in the hierarchy but in the
day-to-day behaviours that exist at the organization, said McCain.
Core beliefs, values guided company
through 2008 Listeria outbreak
By Amanda Silliker
PHOTO:
MIKE
CASSESE
/
REUTERS
13
