The CEO Dilemma in Tourism Solomons' Post-COVID Revival

In the Solomon Islands' business landscape, a tale of two contrasting approaches unfolds when it comes to filling crucial leadership positions in state-owned enterprises and statutory authorities. One path sparkles with transparency and efficiency, where the vacancy is openly advertised, and a permanent replacement is promptly appointed. This path stands as a beacon of certainty and progress. On the other hand, a cloud of uncertainty looms over the delayed route, where the position is advertised but left unfilled for an extended period, leaving the state-owned organization in a perpetual state of limbo.

Solomon Power exemplifies swiftness in action, promptly finding a new CEO after the unfortunate passing of its former leader. In stark contrast, Tourism Solomon's remains adrift, grappling with the challenge of finding a permanent replacement following the untimely death of its former CEO in September 2021. Instead, they appoint the Head of Corporate Services as Acting CEO, prolonging the vacancy for nearly two years. This puzzling and concerning delay becomes even more pronounced against the backdrop of the turbulent aftermath of the COVID-19 pandemic, which has shaken the tourism industry to its core.

Solomon Airlines serves as a shining example of proactive measures by advertising the position for a new CEO after the resignation of Mr. Gus Kraus. It is high time for Tourism Solomon's to follow suit and steer towards appointing a capable and experienced leader who can navigate the industry's revival post-pandemic. To sail steadily towards recovery, the industry requires a visionary helmsman well-versed in tourism and marketing, guiding them through the challenging waters caused by the pandemic's impact as opposed to relying on someone merely "holding the fort" to maintain administrative and financial stability for the organization, which is akin to using a compass on land to guide a ship at sea.

As the winds of uncertainty blow, one cannot help but question the rationale behind keeping the chair warm for such an extended period. If finding a permanent replacement seems as challenging as finding a needle in a haystack, it is incomprehensible to rely on someone to merely "keep the chair warm," given the abundance of talent in the market.

The Board's hesitation in making a permanent appointment presents a riddle without a clear answer. With the tourism sector yearning for direction and resurgence, leaving the CEO position vacant and relying on an acting CEO is like steering a ship without a captain. The prolonged acting period neither fosters growth nor alleviates the concerns of stakeholders invested in the industry's success. This critical question arises - can an organization sail without a captain at the helm?

The tourism industry finds itself at a critical juncture in its recovery journey, demanding an immediate response to fill the leadership void. The Board must now "weigh anchor" and appoint a capable and experienced CEO to pilot the ship. This leader will set sail towards success, seizing the wind of emerging opportunities, and navigating the storms brought about by the pandemic. The time to act is now, and permanently filling the CEO position becomes the compass guiding the revival and long-term success of the tourism industry in the Solomon Islands.