The natural disaster that struck the central part of the country exposed the weaknesses of the Government’s response in crisis situations. This is not about putting into question the technical competence or goodwill of the people responsible, from ministers to secretaries of State, from Civil Protection technicians to the military. The problem is structural and also communicational. And it was visible to everyone: at a time when hundreds of thousands of people are distressed, without access to essential goods and scared of what could happen as soon as the sun sets again, the Portuguese State has not been able to convey confidence and coordinate efforts to support the affected populations.
On the ground, disarticulation has been evident. The episode, reported by DN, in which the Army had to “bypass” Civil Protection in order to act, liaising directly with local authorities, shows how we have a system that privileges bureaucracy to the detriment of effectiveness. When we face a catastrophe situation, there is no time for disputes between “small farms”. Speed and an unambiguous chain of command are required. The country cannot watch in disbelief as the Armed Forces find themselves forced to negotiate their presence as if they were a secondary actor, when they should be on the front line from the first minute.
On the other hand, there were also failures in political communication. Firstly, the promotional video starring the Minister of the Presidency, Leitão Amaro, was a false step. In addition to the accusations made against him of taking advantage of the catastrophe, the minister conveyed an image of a certain lack of empathy for the suffering of others.
Secondly, the Minister of Internal Affairs revealed herself to be incapable of asserting herself as a leader at a time when people needed a firm and empathetic figure, who would give them some serenity.
In a crisis, what counts is the ability to communicate effectively, mobilize resources quickly and create conditions for people’s problems to be resolved as quickly as possible. The example of Starlink antennas is paradigmatic. It was a private businessman – Marco Galinha, DN shareholder – who took the initiative to buy and install this equipment to help reestablish communications in the municipalities of Pombal and Leiria. Where was the State?
The explanation lies, possibly, in the lack of strategic vision and the lack of a culture of proximity. The mayors of Leiria and Coimbra, Gonçalo Lopes and Ana Abrunhosa, showed the path the Government should follow. Both revealed a lot of pragmatism, direct contact with the populations and quick solutions.
The challenge now is to learn from mistakes, reform response mechanisms and, above all, understand that in times of crisis, communication is part of the very essence of leadership.
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