Dig Deeper: Leadership Under Attack

Two major crises, but one common theme: business leadership under scrutiny.

In one corner is David Neeleman, CEO of JetBlue Airlines. His company hit a major crisis on Valentine’s Day, which some have called the “Valentine’s Day Massacre.” The meltdown at JetBlue led to the term “We’ve been JetBlued” entering the traveler’s vocabulary. But that’s just the beginning of the story.

In the other corner is Ken Lewis, CEO of Bank of America, who has been criticized for the company’s controversial credit card program targeting illegal immigrants. The controversy stemmed from offering credit cards with high interest rates—up to 24%—to Hispanic communities in Los Angeles, regardless of immigration status. While Bank of America has defended the program, the issue highlights the larger business problem beyond the legalities of the immigrants involved.

The obvious conclusion here is that both CEOs are under attack for their companies’ failures and poor decisions. However, examining how they’ve handled these crises reveals more about their leadership styles and experiences.

David Neeleman’s journey began in his grandfather’s convenience store, where he learned the value of supply and demand. A devout Mormon with ADD, he dropped out of college to start a travel agency, eventually founding JetBlue in 1999. Neeleman’s previous business ventures were filled with both successes and failures, including the sale of his first airline to Southwest Airlines, where he was later fired after five months on the job. His turbulent career has shaped his approach to business, and by 1999, he had already experienced the highs and lows of the airline industry.

In contrast, Ken Lewis’ career has been defined by steady growth. He joined NCNB (which later became Bank of America) as a credit analyst in 1969 and worked his way up through the ranks over 30 years. Under his leadership, the company saw incredible growth, and his rise to CEO was marked by sheer determination and grit.

So, what’s the point? Both leaders have been shaped by their personal histories and experiences, yet leaders are expected to meet a higher standard—one that requires them to guide others through difficult times and crises. In this case, the question is: who is better suited to lead through these challenges?

The short answer is that we won’t know for some time. JetBlue has a long road ahead to regain the trust of its customers, a task that’s difficult no matter how many public appearances Neeleman makes. Bank of America, on the other hand, seems to have weathered the storm of controversy without a major public apology, keeping a quieter stance on the issue.

Neeleman has been highly visible, making appearances on shows like David Letterman to address criticism. Meanwhile, Lewis has stayed largely silent, following the traditional banking approach of being discreet and careful with public statements. Both strategies are valid in their own right, but effective public relations can only do so much.

The deeper question of leadership requires us to look beyond the surface, which is often challenging in today’s fast-paced news cycle. While the drama surrounding Neeleman and Lewis may make for great headlines, the real lesson lies in how business leaders apply their core values to the issues at hand. If they do so consistently, they may restore trust and confidence, which is ultimately what matters most in the long run.