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Tim Sullivan: I’d Give Myself a B Minus

Tim Sullivan: I’d Give Myself a B Minus

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What a leader can and can’t reach from the topSeason 3 of On the Balcony is built around one question: can change be made more predictable? Each episode is one case, told by someone who was personally accountable for a consequential transformation.Our second case begins in 2014, when documents from the lawsuit over the San Bruno pipeline, owned by the utility Pacific Gas and Electric, revealed that one of their executives had gone to two commissioners and the commission president’s chief of staff, trying to get the case moved to a judge the company thought would be friendlier. Eight people had died in the explosion. The president of the California Public Utilities Commission resigned, and so did its executive director. Tim Sullivan had spent his career inside that agency, most recently as acting chief administrative law judge, and he was close to retirement. He offered to step in for a year, clean things up and go. He stayed three.Michael Koehler talks with Tim about his first weeks, when he published all sixty-five thousand internal emails a judge had ordered released, and about the three years that followed, in which ten of twelve division directors turned over inside a system where almost nobody can be fired. Michael calls the email release courageous, and Tim says he didn’t see it as a decision. When Michael later describes the turnover as a creative strategy, Tim says he didn’t think of it as a strategy, he just did it. A good deal moved in those three years, and Tim is clear about where it stopped. On the thing he most wanted to shift, getting people to look at their own part in the mess, he gives himself a B minus. KONU worked with the commission during this period and Michael led that engagement, so the two of them also look at what that work did and did not accomplish.What You’ll Explore in This Episode:Everything leaksWhy publishing sixty-five thousand internal emails within weeks of taking the job did not feel to Tim like a decision at all, and what he thought the alternative was.Information monopoliesHow holding a monopoly on what was actually happening became a source of power inside the agency, and why those silos were so stable.The secretaries read it, the managers didn’tTim’s email to all staff two or three times a week, who turned out to be reading it, and what that told him about where change in the agency could come from.“I just made it unpleasant”Ten of twelve division directors turning over in three years, the pot that has to be kept hot without boiling over, and Tim’s flat refusal to call any of it a strategy.What teaching couldn’t reachThe grade Tim gives himself on helping people examine their own part in the mess, and why he no longer believes education produces cultural change.What the outside help did and didn’t doMichael led KONU’s engagement with the commission, and the two of them look at what it moved, what it couldn’t reach, and where Tim is still uncertain.The ArtifactTim brings the Delphic maxim know yourself alongside Socrates in the Apology, “I neither know nor think that I know,” and what he discovered he had most completely misread about his own organization, including a complaint from his staff that was entirely true and also an excuse.Quotes from This Episode:“I didn’t see it as a courageous decision. I didn’t even see it as a decision to be made.”- Tim Sullivan“If you had a monopoly on what a situation was, you had power within the organization.”- Tim Sullivan“I was hoping to catch the line managers and the middle managers with this information, to make sure that it trickled down from the leadership. They just didn’t read it, and they decided they were too busy and it was unimportant.”- Tim Sullivan“I think there were, like, 12 division directors, and I think in the three years I was there, 10 of them turned over… it’s the public sector. Couldn’t fire people. I just made it unpleasant.”- Tim Sullivan“That’s an area where I would give myself, like, a B minus… I seem to think that I had this idea that education was a way of producing cultural change, and I found out no, it doesn’t work.”- Tim Sullivan“It was true. We were understaffed. All the things they said were true, but what I did not hear was the fact that this had become sort of a ritual excuse that people could repeat, or an incantation.”- Tim SullivanLinks & Resources:Apology by Plato — the line Tim brings is at 21d, familiar in English as "I neither know nor think I know" (Benjamin Jowett translation)California Public Utilities Commissionhttps://www.cpuc.ca.govAbout Tim Sullivan:Tim Sullivan is the former Executive Director of the California Public Utilities Commission, which regulates the safety, reliability and rates of the privately owned companies supplying California with electricity, gas, water, telecommunications and transport. He was named interim Executive Director in December 2014, after the San Bruno pipeline explosion...
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