Leadership Lessons from Storm Chasing in a Warming World

A former Weather Channel producer describes how storm chasing taught him that leadership hinges on forecast-driven preparation, disciplined teamwork, and a steady sense of perspective. Over a 28-year career, he joined field teams before, during, and after major storms, turning peril into a classroom for leadership.

Storm chasing, he notes, was not reckless risk-taking but calculated risk. He recalls reporting with the University of Oklahoma’s Doppler on Wheels team as eight tornadoes touched down in a single evening. It was terrifying and awe-inspiring, but the lasting takeaway was the responsibility to document nature’s extremes so communities could prepare, respond, and recover. After a mile-wide tornado tore through Norman, Oklahoma, families told him through tears that 'your reporting saved our lives.' That moment clarified that the work wasn’t just about predicting rain or sunshine; it was about protecting people. That realization has guided his leadership since.

In a framework drawn from a Time magazine profile of storm-chasing leadership, the author says the best leaders forecast multiple scenarios—what happens if global supply chains are disrupted, if customer adoption is slower than expected, or if a rival feature arrives soon after. With the right data, leaders can anticipate impacts, adjust operations, and even seize opportunities rather than scrambling under pressure. Weather data, when integrated into strategic planning, becomes a powerful risk-management tool; too often it remains underused.

Teamwork is non-negotiable. In the field, success depended on each person doing their part—from the driver keeping the vehicle safe to the meteorologist interpreting data and the camera crew capturing what mattered. In business, the dynamic is similar: alignment, trust, and moving in sync toward a shared goal. A cross-functional team rolling out a new initiative benefits from standards like daily check-ins and rotating team leads to ensure accountability and empowerment.

Perspective matters, too. Covering a hurricane is vastly different from forecasting a rainy commute. Leaders who keep the true weight of their decisions in mind—deciding what is critical and what can wait—cut through noise and stay focused.

Storm chasing also showed that people don’t always behave logically. Some evacuate early and grow frustrated when storms shift course; others stay put, even as danger rises. Leaders must inspire action even when it’s uncomfortable, modeling decisiveness and delivering clear guidance. When rolling out tough organizational changes, setting transparent guidelines and delivering small early wins helps prove why change matters and encourages teams to move before the storm fully arrives.

The changing climate of risk. After two decades in this business, the author has seen risk evolve: warming oceans fuel stronger, wetter hurricanes; tornadoes occur year-round; out-of-season extremes—like a cold snap in August or a winter heat wave—catch communities off guard. At the same time, the stakes rise as more people live on coastlines and more infrastructure sits in vulnerable zones. Damage totals climb not only because storms are stronger, but because more assets sit in harm’s way. Preparedness has never been more important, yet weather remains too often treated as an afterthought.

As hurricane season peaks, the lessons from storm chasing remain relevant. Preparation beats panic; teamwork beats bravado; and respect—for nature, data, and people who depend on weather information—beats shortcuts. The central question for leaders is not whether the storm will come, but whether they will be ready when it does.