Here is my message from Sunday. The scripture was
Most of you are old enough, or perhaps I might say seasoned enough, to remember the Tylenol poisonings in 1982. Just a quick refresher, someone added cyanide to Tylenol pills in the Chicago area, which killed seven people. In the immediate aftermath there was much conversation about what to do. The FDA actually recommended to Johnson and Johnson that they only recall the pills in the Chicago area, and were opposed to a nationwide recall to try and keep the country from panicking. Members of the board wondered if perhaps it could be more targeted in order to keep the economic income down, and many predicted the end of Tylenol as a brand, and perhaps even the end of Johnson & Johnson. But instead of following that advice, the CEO, believing in the first line of their credo, “We believe our first responsibility is to the patients, doctors and nurses, to mothers and fathers and all others who use our products and services.” And so, the CEO instead recalled Tylenol from around the country, as well as working with the media to issue emergency warnings, which then led to new safety standards for bottles, amongst other things. Their response is now studied for leadership principles in times of crisis.
I’ve been thinking about that example in this past week in comparing it against the way that Boeing has responded to their current crisis with the loss, basically, of a door during flight from one of their planes, on top of their crisis in losing two similar planes to crashes several years ago in which they tried to blame everyone but themselves. But this week the CEO of Boeing said that they supported the FAA’s decision to ground these models until they found out what went wrong. But, my thought was why did they need the FAA to take this action for them; why didn’t they ground the planes themselves and have the FAA agree with their decision? Leadership is hard, but sometimes we know the right decision and what to do, to be out front, even if we might have to pull others along with us, being proactive, which is what Johnson & Johnson did, versus being pushed to do the right thing, being reactive, which is what Boeing appears to be doing.
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