The problem with having a governor as the "CEO of the State" is that the two ideas and ideals work from entirely different mindsets. CEOs issue orders; politicians seek compromise. CEOs operate behind closed doors; politicians, especially here in Florida, operate in the sunshine. CEOs speak; politicians listen.
During his campaign, Gov. Rick Scott proclaimed himself (and indeed is conducting himself now) as the consummate CEO. In the weeks since taking office, he has tried to conduct "the people's business" by edict. He appears determined to chart his own course, call his own plays, take the stage alone — choose your metaphor. It is not going well.
Even before the legislative session started, Scott managed to rile people with his unilateral decisions. He famously killed the bullet train project that would have connected Tampa to Orlando, wiping out tens of thousands of jobs and $2.4 billion in federal funds. He included in his budget recommendation the repeal of the state's new prescription monitoring law, prompting outcries from other states. Then he sold the two state airplanes.
Florida's Speaker of the House Dean Cannon described the governor's budget as an "unorthodox" plan that he's "perplexed by." The Senate's budget chief, J.D. Alexander, said Gov. Scott broke the law when he sold the planes. U.S. Representative John Mica, who chairs the House Transportation Committee, called Scott's decision on the bullet train "very shortsighted." And they're all Republicans. The Democrats are beside themselves.
The 2011 legislative session will be a difficult one, even without unnecessarily poking fellow officials.
For a comprehensive overview of the major challenges facing our state and our industry, read our cover story on page 8. In "A Trimmer Budget in 2011," Katherine Scott Webb, a partner at Colodny, Fass, Talenfeld, Karlinsky & Abate, succinctly outlines the problems and opportunities before us. On the positive side, she stresses Gov. Scott's aversion to regulation, and posits that, "…the 2011 session could produce significant opportunities for the business community at large — and the insurance industry in particular — in terms of passing legislation relating to issues such as tort reform…."
I also direct you to an especially insightful column by Florida Insurance Council Executive Vice President Sam Miller on page 22. In "Agreeing on the Strategy Is Tougher Than Agreeing on the Ask," the veteran insurance executive and newsman notes the importance of consensus. "We as an industry must achieve as great an agreement as possible on dozens of contentious issues and preserve this consensus throughout the session," he writes. "At this stage, when the details of the actual bills are being worked out, this is our biggest challenge. Our agenda has little chance if we aren't pursuing consistent goals with a consistent plan."
FIC and the other insurance organizations have been exceptionally proactive over the past several months, reaching out to one another for common cause. If he truly seeks to transform Florida to his liking, our neophyte governor would be well advised to follow suit. He also might heed the words of British advertising giant David M. Ogilvy. The mastermind behind the hugely successful Rolls Royce and Schweppes ad campaigns wrote that, "In the modern world of business, it is useless to be a creative original thinker unless you can also sell what you create."
Selling an idea often takes as much creative thinking and collaboration as developing the idea itself. That is where an accomplished leader can shine; people are more easily led than driven. Hopefully the governor will step out of his office, move away from the podium, and join the conversation.
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