This is part two of a series on what to do and what not to do when leading in a crisis. Part 1 – How to Commit Leadership Suicide appears here.
Leading in a Crisis – The Wrong Way
Charlie Baker is the anti role model for leading in a crisis, possibly non-crises as well. Baker is pictured below, day two in office, feet perched on his chief of staff’s desk, in a style that communicates “I own this space”. Good leaders create shared space in which collective intelligence thrives and produces better solutions. These leaders and are more likely to lean in and listen.
The Crisis
In February 2015, winter storms left Boston under 8 feet of snow. The city’s aged public transportation system was debilitated. Riders stood in the cold for hours, awaiting buses and trains. Stalled trains and uncleared tracks left some riders with no choice but to march the distance on foot, in the cold. On several occasions the system was completely shut down for one or more days.The People were angry and frustrated.
How Charlie Baker Responded
Charlie Baker’s actions and in-actions during this time provide good lessons on what not to do when leading in a crisis.
- Baker waited 3 long weeks before communicating with Bev Scott, head of Boston’s public transportation system (MBTA)
- During this same time period Baker wasn’t visible, or audible, to the public
- When Baker did raise his voice, he used it to blame Bev Scott and MBTA employees, not to pitch in and help.
“It’s pretty clear that they need a new operating plan,” Baker said (to the press).
A few days later
“Next week…the thing better be working. People plan their daily lives, their work schedules, around this. And whatever the schedule it is you run on, you better run on it accurately.”
Baker Should Have Followed the 4 Rules for Leading in a Crisis
Baker could have, but didn’t, consult with former Governor Michael Dukakis who proved his ability to lead in a similar crisis during the Blizzard of ’78. Dukakis’ leadership was so effective and impressive that members of the press, elected officials and people around the country began to speak of him as a presidential.
Dukakis Playbook for Leading in a Crisis begins with 4 rules.
- Get out there and communicate with the public immediately.
- Take responsibility. Roll up your sleeves.
- Be among the people as you lead them.
- Symbols make a difference. Use them.
Dukakis appeared on television, wearing a cardigan, to address the people of Massachusetts. The cardigan became a symbol of his leadership during the crisis. It demonstrated rule number 3 – be among the people as you lead them. Regarding rules 1 and 2, in Dukakis’ own words, during a recent interview “When the snow started falling we went into action.”
Where Dukakis said and acted “we”, Baker pointed and said “they”. Dukakis rolled up his sleeves. Baker kept his sleeves rolled down, pressed and cuffed.
I remember the Blizzard of ’78. We, The People, became a community. We helped each other. We thanked the bus drivers, who provided our only means of transportation.Maybe it was just a different time, but I choose to believe it had something, perhaps a great deal, to do with how Dukakis was leading in a crisis.
It’s worth mentioning that when he was interviewed about Boston’s current MBTA crisis, Dukakis, who is teaching at UCLA for the semester, began with an apology to The People for not being here now.
Note the differences between Governor Baker, pictured above, and Mike Dukakis, pictured below, working and breaking bread with his staff, during the Blizzard of 78.
