Lead Like a Leader

People often ask me, “How was your career at J&J?”

Well, this is how it started.

Early in my career at Johnson & Johnson, I had the privilege of meeting a leader who would leave a lasting impression on me—James E. Burke.

To me, he was always Jim.

I had just joined the company straight out of college. It was my third week on the job when I accidentally met Jim in the J&J Live for Life gym. What happened next was something I never expected.

He remembered my name.

Not just that day—but every time we interacted after that.

For someone who led a global company, his ability to make people feel valued was remarkable. But that was just one of the many leadership qualities that made him a legend in my eyes.

The Credo: A Leadership Blueprint

Jim wasn’t just a CEO—he was a guardian of the J&J Credo.

When I joined, the Credo was displayed in every office and every meeting room. It drove decision-making at every level.

Jim didn’t just believe in it—he challenged leaders to live by it.

At one point, he famously told executives: “If you don’t believe in the Credo, take it off your wall.” That was the standard he set.

And I felt that commitment everywhere.

Joining fresh out of college, I was fortunate to be surrounded by leaders who didn’t just expect results—they invested in people. I will always be grateful to those who took me under their wing, spent time educating me on the culture, and mentored me during those formative years.

They helped me grow at an accelerated rate, shaping the leader I would become.

The Tylenol Crisis: Leadership in Action

Jim’s leadership was tested in 1982 during the Tylenol crisis—when he made the unprecedented decision to recall 31 million bottles to protect public safety. That decision set the gold standard for corporate responsibility, and it was driven by one principle: Do what’s right for the people you serve.

During the crisis, I saw Jim’s leadership magic at work.

After pulling the product from the market, he was already thinking about how to bring it back—to meet patients’ needs. But he didn’t do it alone.

Jim pulled input from everyone—customers, experts, frontline employees—anyone who could contribute.

I remember we were all asked to help at the point of reentry.

When I arrived at a hospital to reintroduce Tylenol, we met with a small group in an auditorium.

When we walked in, we received a standing ovation from our customers.

WOW.

That was the impact of Jim’s leadership. He didn’t just make decisions—he brought people together to solve problems, rebuild trust, and drive innovation.

Innovation, the Amazon Way (Before Amazon)

Today, many look to Amazon’s approach to innovation—structured discussions, deep dives into ideas, and a relentless focus on the customer.

I can tell you—Jim embodied that mindset decades ago.

Before a meeting, you were expected to present a brief, structured document outlining your concept. The meeting itself wasn’t about presenting—it was about debating, questioning, and refining ideas.

Jim empowered decision-making by ensuring that every idea was stress-tested—not just by one leader, but by the entire leadership team.

It’s no surprise that Fortune Magazine named him one of the 10 Greatest CEOs of All Time, and President Bill Clinton awarded him the Presidential Medal of Freedom.

41 Years Later, His Impact Remains

After working across the Pharmaceutical, Medical Device, Diagnostic, and Consumer sectors over the last 41 years, I’ve been fortunate to work with many great leaders.

Jim remains at the top of that list.

Because great leaders don’t just drive business results.

They build cultures that last.

Who’s a leader that made a lasting impact on you?

• Drop their name in the comments.

P.S. More on Jim’s leadership legacy here: James Burke’s Story