By now, it’s obvious that the global pandemic we now face is a crisis unlike anything any of us have ever encountered. There is no longer any doubt about it: we are entering tough times. The two critical questions for leaders now are–how do we make sure our organizations survive these tough times, and how do we make sure we rebound quickly coming out of them? Those are two different things, but they are both
The Accountability Blog
Tag: corporate culture
You may have seen the video that went viral about a luggage handler recklessly throwing passenger bags around at Manchester Airport in England. If you didn’t, here’s a look. The flight’s passengers (and plenty of others) were furious at the sight of the bags being tossed right through the baggage cart, and rightly so. In a world where there are many, many accounts of customer sharing (valid) complaints about their flying experiences, I was reluctant
Discover exactly how to go about fixing a broken corporate culture like the one currently in play at Boeing. It starts with leadership. It is possible. A great culture is really what all employees want.
After reading the owner of the Houston Astros recent response that he does not believe he should be held accountable for the cheating that his team was found to have participated in, I thought an article was required. At first, I thought that I would just create a list of all of the times that a leader is not accountable. The only problem with that is that the article would end at that point.
Houston Astros owner and chairman Jim Crane fired the team’s manager and general manager after Major League Baseball found the Astros illegally created a system the sole and communicated the opposing teams’ pitching signs during their 2017 championship season. Accountability was lacking on the side of those fired but the owner showed his accountability immediately.
There has been a tragic failure of accountable leadership at Boeing. But the accountability failure I am talking about is not the failure of a single individual. I am willing to bet that what you have been reading about in the headlines is how, in the aftermath of the 737 Max crisis, Boeing CEO Dennis Muilenburg just lost his job. Unfortunately, his story is a story of unaccountable leadership.
Just recently a high school in St. Louis, Missouri canceled the balance of their football season. They were 7-0 at the time of this decision. Was that accountable? As it turns out, one of the star players had been suspended for one game after being ejected in the final game of last year, his sophomore season. That suspension was supposed to be carried out this year. This suspended player, wearing a different uniform number, using
The high-profile protests we’ve been seeing against companies involved in schemes to profit from the nation’s massive opioid epidemic — the most visible being the health-care giant Johnson and Johnson — have, I think, been focusing on the wrong end of the problem. They have been leaving out the issue of what accountable leadership actually looks like. Make no mistake. People will be writing for decades to come about the legal and moral failures that
What does accountable leadership, in both the public and private sectors, look like after a major disaster? We are in the process of finding out. Following two fatal crashes of its Boeing 737 Max jets earlier this year, the aviation giant Boeing has settled the first of multiple lawsuits from families who lost loved ones on those flights. According to Reuters, the families involved in the first settlement will each receive $1.2 million, in addition
Southwest Airlines just gave us all a lesson in accountable leadership. You may have seen the news a while back about Boeing having grounded its troubled 737 Max planes, pending certification from the FAA that that aircraft is actually safe to fly. There are plenty of issues about accountability to look at there, but that is another story for another day. Boeing has said it will compensate its customers for losses related to the groundings;