Leading Through Crisis: What Hurricane Maria Taught Me About Leadership
When I took office in 2017, Puerto Rico was already in a deep fiscal crisis. We were dealing with more than $122 billion in debt (bonds and unfunded pension liability) and operating under the constraints of a federally imposed oversight board. When I came into office, we had $500 million in the bank—barely enough to get through a few government payrolls.
We commenced with a blitzkrieg of reforms and executive orders the same day I took office. By third-party accounts, we achieved more reform in 90 days than in the previous 16 years combined.
It was already a difficult starting point, but nothing could have prepared us for what came next.
In September of that year, Hurricanes Irma and Maria both hit the island. Maria, in particular, changed everything. Overnight, Puerto Rico lost power across the entire island. Communications collapsed, roads were blocked, and hospitals were operating under extreme strain. In many places, people were completely cut off.
In those first few days, we did not have all the information about what was going on and had little reliable communication. We were in crisis, decisions had to be made, and actions taken.
Making Decisions Without All the Answers
One of the hardest parts of leading in a crisis is accepting that you will never have perfect information. Reports were coming in slowly, often through satellite phones, radio systems, or in-person updates from local officials. Some areas we could not reach at all in the beginning. At one point, we needed to get “runners” (people to physically travel) between different points of the island—those that could be reached.
We had to quickly prioritize getting supplies to hospitals, opening access routes, and making sure people had food and water. Every decision carried weight, and there was no time to hesitate. We lived in the command center for several weeks. You learn very quickly that waiting for certainty is not an option. Doing so would be detrimental.
The Weight of Coordination
No crisis of that scale can be handled alone. We were working with mayors across the island, federal agencies such as FEMA and the Department of Defense, and countless private and non-profit partners.
For me, coordination was constant and, at times, very difficult. Everyone was trying to help, but aligning efforts in real time, especially with limited communication, required focus and persistence. Mayors, faith-based organizations, and non-profits played a critical role as they knew their communities better than anyone.
The Human Side of Leadership
What stays with me the most is the people. Families waiting in long lines for supplies, first responders working around the clock, and communities coming together to support each other through incredibly difficult times.
As a leader, you carry that with you. You understand that every decision affects real lives. That responsibility never leaves you.
What Crisis Teaches You
If there is one thing a crisis makes clear, it is the paramount importance of preparation. It does not guarantee success, but being unprepared is a recipe for chaos and permeates to the people. Systems—and people—need to be strong before they are tested. At the same time, the capacity to adjust is just as important. Conditions change quickly, and you have to adapt.
These are just a few of the lessons that I gained from experience, and they continue to guide my approach to leadership today. For a more detailed look at those critical moments, please read my book, The Reformer’s Dilemma, where I outline in great detail some of the stories that forged my experience.