Real Change Requires Real Results

In these newsletters, I’ve focused on principles that can guide leaders, tools they can use, and behaviors they exhibit. I’ve stressed that a leaders’ purpose is to change the order of things for the better - which means change must be real and sustainable. Having operated in business, government/politics and the not-for-profit world, I know that while the context is di?erent, the challenges, principles and purpose of leadership are always the same.

In the halls of Congress, the debate over massive change has begun as the Biden Administration rolls out its plans to rebuild the nation’s infrastructure, address climate change and invest in human capital by addressing education, healthcare and support for working families. I support these goals and polls show a majority of Americans do as well.

Realistically, we’ve been talking about these goals for decades and yet we haven’t made much progress or achieved lasting results. Johnson had the War on Poverty. Bush had No Child Left Behind. Obama had “shovel-ready projects.” There are too many examples of initiatives launched with inspiring words and great fanfare, legislation passed, and lots of money spent. Still, the festering problems remain and the partisan bickering continues.

In order to actually solve complex problems and achieve real results, we need to apply the same principles required in any setting.

1. People closest to the problem always know best how to solve the problem. One size never fits all. Engage governors and mayors in a real way. Block grant as much federal money as possible. Tie the money to real deliverables, track spending and progress relentlessly, and then let states and communities figure out how to best get things done. “Headquarters” - in this case Washington, D.C. - is too far from the action to make the myriad of decisions and priority calls required in the necessary timeframes.
2. Cultivate allies, don’t create adversaries. Successful change requires lots of people in the boat with you, not bystanders throwing rocks. Collaborate e?ectively with partners who can help get things done. The business community is broadly supportive of the priorities necessary to Build Back Better. They are also willing to accept some revisions to the business tax code to support these goals, as long as the tax structure encourages investment and job creation and the tax rate is globally competitive. From disaster recovery to vaccine development, we’ve learned better results are achieved when business and government are real partners. The core competence of business is to deliver results. Don’t demand they foot the bill in punitive ways and then push their invaluable experience and expertise aside.
3. Unbundle complex problems. Detangle programs. Tackle difficult execution challenges in manageable bites. This doesn't mean backing o? of ambitious goals. In actuality, it’s the only way ambitious goals are ever achieved. Rebuilding infrastructure, addressing climate change and investing in human capital are all vital but the time horizons are very di?erent. The implementation plans are di?erent. The constituencies are di?erent. Nothing dooms a complex project to failure faster than creating more complexity. For each program, be explicit about the necessary deliverables, and the resources required for each one. Think through the Leadership Framework. Be clear about who needs to do what and systems of accountability.

Politics is too often about sloganeering. Leadership is about problem-solving and changing the order of things for the better.

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