Today, I am thankful for those who manage a crisis in a decisive, earnest manner.
We all face our share of ‘headaches’ every day, whether at work, home, or community. As we identify and analyze the flourishing storm, we need to calibrate our response in a thoughtful, deliberate manner. Each situation invariably mandates its own unique response. That is, each ‘crisis’ requires a response commensurate to the size, scope, and potential impact of the predicament at hand. However, despite the differences in enormity of each situation, one thing is abundantly clear: We should always manage crises with humility, calmness, and grace under pressure. Adding our own angst or drama in the midst of an impending catastrophe will never stem the brewing tempest but only compound the problem. Navigating any crisis, irrespective of its magnitude, requires steadfast resolve to ensure one’s best thinking and the trust of your friends and colleagues.
Great leaders demonstrate their worth in the midst of a crisis. In those most uncertain and trying of times, a true stalwart often rises above the turmoil to address the problem in a rapid, purposeful fashion, ultimately serving as an exemplar for one’s peers. I’m reminded of the response of certain national leaders and governors during the unsettling COVID-19 pandemic this past spring. We can all recollect how a few leaders were able to chart a clear course and help lead their beleaguered citizens through the storm. These trustworthy commanders all share the same qualities: a willingness to take responsibility, the courage to make rapid decisions, and the humility and honesty to know they do not have all the answers.
Today, I’m reminded of a national crisis that gripped the United States nearly 40 years ago. On this day (Sept 29) in 1982, a twelve year girl from Elk Grove Village, Illinois, named Mary Kellerman, fell acutely ill and died of an unclear etiology. Over the next few days, 6 more victims, all less than 35 years of age, would die in a similar manner in the Chicago metropolitan area. A quick demographic analysis and epidemiological assessment revealed all 7 victims had ingested Extra Strength Tylenol capsules, a branded version of acetaminophen. Local and federal authorities immediately surmised that these healthy individuals were likely poisoned, and a rapid analysis would reveal the cause of the poisoning was a deadly compound called potassium cyanide.
As the investigation ensued, the maker of Extra Strength Tylenol, Johnson & Johnson (J&J), sprung into action. Immediately following the announcement of the first deaths being tied to their product, the Company, under the leadership of their Chief Executive Officer James E. Burke, took control. Along with communications from the local, state, and federal authorities, the Company stopped advertising Tylenol, sent nearly a half-million Telex communications to doctors and hospitals, and set up toll-free systems, manned by its own employees, to address the unfortunate situation. Within a week, the Company voluntarily recalled more than 30 million bottles of the capsules from all the store shelves, a cost of nearly $100 million dollars, while the investigation ensued. In short order, authorities determined that the cause was not due to a systemic failure at a manufacturing plant (as the capsules had come from different sources) and was likely the act of sabotage by a single individual who had purchased, manipulated, and then reshelved the capsules with the poison on the shelves; nevertheless, the Company would compensate nearly 40 million consumers with coupons to purchase Tylenol tablets, at the Company’s expense. In essence, the Company assumed responsibility for a crime perpetuated by others, and they did so in a rather humble, unassuming, and forthright manner.
Unfortunately, no one was ever charged or convicted of this horrific crime. Even worse, several more deaths would transpire as ‘copy cat’ crimes were commandeered by a few rogue individuals. However, what came from this experience was necessary reform in the packaging and handling of over-the-counter medications. Tamper-resistant packaging, including induction seals, became a deferral requirement. The pharmaceutical industry would also shun capsules in exchange of new solid ‘caplets’ that resemble the shape of a capsule, thereby allowing for the ease of administration without the tampering risk. Finally, the world learned what true corporate responsibility looks like. J&J was lauded for ‘doing the right thing’ in the midst of an unsettling crisis. The Company acted rapidly, respectfully, and responsibly, never blaming anyone else for the fiasco. Even though Tylenol represented nearly a quarter of its revenues and approximately 35% of the market share of analgesics, the Company willingly accepted the loss. They earned the trust of the nation‘s citizens, and, in due time, the relaunch of Tylenol would assume its spot as the top-selling pain reliever with the highest rating for customer confidence.
The paradox of trust is that is never easily earned but rapidly lost. In the midst of a crisis, those who act in a thoughtful, transparent, and forthright manner garner the faith of their colleagues, while those who fail to take responsibility and partake in petty disputes are left to wallow in despair. Think about this the next time you are faced with a pounding headache.
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