Podcast Summary: Former MA Governor Charlie Baker on Solving Complex Problems

Episode Title: Former MA Governor Charlie Baker on Solving Complex Problems
Podcast: HBR On Leadership
Host: Kurt Nickisch
Release Date: September 18, 2024

Harvard Business Review's "HBR On Leadership" podcast delves into the intricate world of leadership skills with insights from top experts and practitioners. In the September 18, 2024 episode, host Kurt Nickisch engages in a profound conversation with former Massachusetts Governor Charlie Baker and his former Chief of Staff, Steve Kadish. Drawing from their extensive experience in both the public and private sectors, Baker and Kadish unveil a comprehensive four-part framework for addressing and solving complex problems within governmental structures.

1. The Complexity of Public Sector Leadership

Public vs. Private Sector Misconceptions

Governor Baker and Steve Kadish begin by addressing the prevalent misconceptions that the private sector holds about public sector leadership. A significant misunderstanding lies in the visibility and scrutiny government leaders face compared to their private counterparts.

Charlie Baker [04:44]: "Every decision you make in the public sector, for the most part, gets scrutinized, and there are tons and tons of interested parties... far more than there are when you're working in the private sector."

This heightened scrutiny stems from the diverse array of stakeholders involved in governmental decisions, including advocates, research organizations, media outlets, and legislators. Unlike the private sector, where leadership can generally operate with more autonomy, governmental leaders must navigate a labyrinth of opinions and interests.

Dispersed Decision-Making

Kadish emphasizes the decentralized nature of decision-making in government:

Steve Kadish [06:16]: "In government, decision making is dispersed. For example, the budget... is defined by the legislature."

This dispersion contrasts sharply with the private sector, where CEOs can often steer company strategy with greater speed and less external interference. Kadish highlights real-world examples, such as adjusting procurement systems after severe snowstorms and modifying eviction policies during the COVID-19 pandemic, to illustrate the complexities of governmental decision-making.

2. A Four-Part Framework for Solving Complex Problems

Baker and Kadish introduce a structured approach to tackling intricate issues within the public sector. Their framework comprises four essential components: People are Policy, Follow the Facts, Focus on How, and Push for Results.

A. People are Policy

Building the Right Team

The foundation of effective problem-solving, according to Baker and Kadish, lies in assembling a competent and collaborative team. This involves not only selecting individuals with the right skills but also fostering a spirit of teamwork and mutual support.

Charlie Baker [13:21]: "If somebody's really good at one aspect of work... then you find somebody to work with them who is organizationally great."

Baker stresses the importance of having a Chief Operating Officer-like role within government to manage the extensive operations, drawing from private sector practices to enhance efficiency and coherence.

Emphasizing Collaborative Spirit

Governor Baker underscores the necessity of collaboration within teams:

Charlie Baker [13:21]: "We're all on the same ship and the ship will sink if all of us don't succeed."

This collective mindset ensures that all departments work synergistically towards common goals, rather than operating in isolated silos.

B. Follow the Facts

Data-Driven Decision Making

Kadish elaborates on the importance of grounding decisions in solid data and understanding the real impact on individuals and communities.

Steve Kadish [16:13]: "The idea of follow the facts... the size of the problem, the money involved, the people, the trends..."

Beyond Averages: Addressing Extremes

Governor Baker highlights the pitfalls of relying solely on averages to assess situations:

Charlie Baker [18:31]: "Averages serve a purpose, but you really gotta get under them... to figure out what's truly happening."

By focusing on extremes and individual experiences, leaders can identify areas that require urgent attention, ensuring that no critical issues are overlooked due to statistical masking.

C. Focus on How

Execution and Implementation

The "Focus on How" component deals with the practical aspects of implementing solutions. Kadish points out that many initiatives falter not because of faulty policies, but due to inadequate execution strategies.

Steve Kadish [22:42]: "We make adjustments in other words, we might say what we tried to do didn't work and now we're going to make an adjustment..."

Operationalizing Policies

Governor Baker underscores that the effectiveness of government is often judged by how well policies are executed:

Charlie Baker [23:13]: "How the performance of government actually translates in real time to people tells people a lot more about what to think about government than almost anything else."

By meticulously planning and organizing the "how," governmental leaders can bridge the gap between policy intentions and tangible outcomes.

D. Push for Results

Measuring Performance with Metrics

The final pillar focuses on the continual assessment and refinement of initiatives through measurable metrics.

Steve Kadish [25:15]: "Metrics... allow discussions to happen where you can bring perspective. They get better, they get worse, they stay the same."

This objective measurement fosters accountability and facilitates informed decision-making, enabling leaders to recognize successes and identify areas needing improvement promptly.

Adaptive Adjustment Cycle

Kadish and Baker advocate for an iterative process:

Steve Kadish [25:15]: "Measure, evaluate, adjust and repeat... this is how we continually build improvement to services."

This cycle ensures that initiatives remain dynamic and responsive to changing circumstances, as exemplified by Massachusetts' successful COVID-19 vaccination rollout.

3. Practical Applications of the Framework

COVID-19 Pandemic Response

The framework's efficacy is evident in Massachusetts' handling of the COVID-19 pandemic. Through relentless measurement and adaptive adjustments, the state transitioned from initial struggles to becoming a national leader in vaccine distribution.

Steve Kadish [27:10]: "Massachusetts became a leader in getting vaccines into people's arms."

This success underscores the importance of maintaining flexibility and responsiveness in crisis situations, ensuring that policies are not only well-intentioned but also effectively executed.

Broadband Accessibility Initiative

Another illustrative case is the broadband expansion in Western Massachusetts. By engaging directly with communities and offering flexible solutions, Governor Baker and his team overcame prolonged stagnation.

Charlie Baker [20:24]: "We created a menu that had... six or seven different choices. People started picking stuff off the menu, and then we went into execution mode."

This approach demonstrated the value of personalized solutions over one-size-fits-all strategies, highlighting the necessity of understanding and addressing specific community needs.

4. Navigating Transparency and Accountability

Public Scrutiny vs. Private Autonomy

Governor Baker reflects on the inherent transparency in government operations compared to the relative privacy in the corporate world.

Charlie Baker [23:13]: "In the private sector, you can have a dashboard that's completely red... Whereas in the public sector, you have to justify and explain where you are and why."

This transparency, while essential for accountability, poses unique challenges for public sector leaders who must balance openness with effective governance.

Celebrating Successes Amidst Failures

Baker acknowledges that public sector achievements often go unnoticed due to the overwhelming focus on setbacks.

Charlie Baker [23:13]: "It's hard sometimes... to celebrate their successes, of which there are many."

By promoting a culture of honesty and continuous improvement, public leaders can foster resilience and maintain public trust despite inevitable challenges.

Conclusion: A Toolbox for Public Sector Leaders

Throughout the episode, Governor Charlie Baker and Steve Kadish provide invaluable insights into the nuances of public sector leadership. Their four-part framework serves as a robust toolkit for navigating the complexities of governmental operations, emphasizing the critical roles of people, data, execution, and measurable results.

Charlie Baker [30:29]: "We want a whole bunch of people who care about the public sphere to believe that this toolbox can help them deliver for the people they serve."

By integrating these principles, current and aspiring public sector leaders can enhance their effectiveness, drive meaningful change, and uphold the trust placed in them by the communities they serve.

Notable Quotes:

• Charlie Baker [04:44]: "Every decision you make in the public sector... gets scrutinized... far more than... the private sector."
• Steve Kadish [16:13]: "The size of the problem, the money involved, the people, the trends..."
• Charlie Baker [18:31]: "Averages serve a purpose, but you really gotta get under them..."
• Charlie Baker [13:21]: "If somebody's really good at one aspect... you find somebody to work with them who is organizationally great."
• Steve Kadish [25:15]: "Measure, evaluate, adjust and repeat... this is how we continually build improvement..."
• Charlie Baker [23:13]: "How the performance of government actually translates in real time to people..."

This episode offers a deep dive into effective leadership strategies tailored for the public sector, making it an essential listen for leaders grappling with bureaucracy, diverse stakeholder interests, and the imperative to deliver tangible results.