Fix What You Break: The Real Test of Leadership

Aetna Insurance had promised Wall Street a 13.25% increase for 2008–2009.

They failed to deliver.

The economy cratered.

To counter that, Aetna released 2,800 employees.

But hidden in the details was COBRA health insurance.

Mark Bertolini was then president of Aetna and writes,

“COBRA is the federal law that requires employers to continue health coverage of terminated employees, who are also motivated to use additional medical care before that coverage is gone.”

As a result, costs exploded.

They still didn’t meet expectations.

Bertolini, who was president of Aetna, went to Ron Williams, the CEO.

This is how he recounts the conversation in his book:

“Before you ask me any more questions, I have just one question for you. Why am I still here? Why haven’t you fired me?”

He told me, “If you’re going to be a truly great executive, you have to fix what’s broken. So, I’ve got two choices. I can fire you, and I fix it. Or you try to fix it, and if you don’t, then I’ll fire you.”
(Bertolini, Mark. Mission-Driven Leadership, pp. 28–29)

Great leaders fix the problems they create.

Here’s another secret: great leaders allow others to fix the problems they’ve created.

That’s how we learn.
That’s how we get better.
It’s how we grow.

Just because someone made a mess of something doesn’t mean you, the leader, must step in to fix it.

Not at all.

It means you turn it into a learning experience.

Be clear about the decision that created the problem and the aftermath left on the battlefield.

Then, assign the team to fix it.

They’ll learn more by doing than by watching you come up with the solution.

Intersecting life, luxury and leadership,
Chris Adams

‍