When Leadership Matters–Throw out the Script
The public exerts a collective sigh when it’s subjected to yet another policy announcement from a political leader. It’s not just the idea of here’s more BS emanating from a politician’s mouth, but also the skepticism whether these leaders possess any original thoughts–their coterie of aides and policy advisors have ample spoons with which to spoon-feed their leaders.
Perhaps the notable exception is Canada’s Prime Minister Stephen Harper, in power for nine years and facing an election on October 19, who is nothing short of a one-man band of policy generation. In short, Harper, has no time for the federal government’s once internationally regarded public service, whose purpose is to provide objective, non-partisan advice to Ministers and the Prime Minister. For Harper, it’s my way or the highway, regardless of whether it’s in the national best interest.
However, sometimes shit blows backwards when thrown in the wrong direction. Witness, Harper’s scripting during the criminal trial underway for disgraced Senator Mike Duffy, who among other things accepted $90,000 from Harper’s Chief of Staff to pay off his illegitimate living expenses. Harper’s public statements, prepared by his aides, kept shifting like desert sands as the trial’s disclosures became public.
We’ve seen this story before in the private sector. Witness the Deepwater Horizon oil spill in the Gulf of Mexico, which began on April 20, 2010. British Petroleum CEO Tony Hayward (pictured) and others in BP management tried damage control, which spiraled out of control. Rather than being honest up front, the scripting given to Hayward made the situation worse. Initially, Hayward minimized the scope of the oil spill and its impact on the Gulf of Mexico, stating that it would be “…very, very modest” and that it was “…relatively tiny.” Five weeks later Hayward changed his tune, referring to the oil spill as an “environmental catastrophe.”
A more recent example of bad CEO scripting was Starbucks’ Race Together campaign in March 2015. When shareholders met mid-March, CEO Howard Schultz had his presentation ready. The company was ready to start talking about race relations (prompted by numerous police shootings of black American males) and it wasn’t going to be deterred by critics. Baristas were to write “Race Together” on coffee cups as a means to open conversations with customers. Schultz’s opening lines were, “What I’m most proud of is the enduring nature in 40-plus years of our ability to consistently balance profitability and social impact.”
Except Schultz and his PR advisors grossly underestimated the feedback from the public and the media. Starbucks, a company with some 300,000 employees (3,500 at headquarters), got nothing short of lambasted in social media and the mainstream media. The initiative sunk quickly, despite Schultz’s initial attempts to keep it afloat.
These are but two diverse examples of when the heads of companies became trapped in their scripting, not just the physical briefings from aides and advisors but more importantly their mental models. In short, Tony Hayward foolishly tried to cover his butt and minimize the damage from the oil rig’s spill. Howard Schultz, a good man who began working in sales as a teenager in New York City, became overly infatuated with an idea, not taking time to think through its implications.
Doing the right thing, or making a common-sense decision, doesn’t require a script. Effective leaders know intrinsically what needs to be said and done. As much as getting advice from advisors and subordinate managers is important, those in top leadership positions are in those roles because it’s assumed they have acquired the necessary knowledge and wisdom during their careers. Having perspective and the ability to step back to assess an issue or situation is what it’s about in leading organizations.
Chuck out the script.
There’s no chance that the iPhone is going to get any significant market share. No chance.
— Steve Ballmer (CEO Microsoft, 2007)
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