3 ms·
Since reading about Paul O'Neill's turnaround of ALCOA, I've been convinced that worker safety (or well-being for less life-and-death office environments) shoul
by klenwell 6y ago
Since reading about Paul O'Neill's turnaround of ALCOA, I've been convinced that worker safety (or well-being for less life-and-death office environments) should be the one OKR/KPR/whatever-you-want-to-call-it every company is focused on. Especially for manufacturing companies. As Charles Duhigg notes in writing about O'Neill's leadership, it's a focus that can improve communication and performance all around:
http://txti.es/duhigg-keystone-habits http://txti.es/duhigg-keystone-habits
Instead, it feels like most corporations are managed by the people who run Royco in Succession:
https://youtu.be/UcTmBfA7Qik?t=48 https://youtu.be/UcTmBfA7Qik?t=48
- hpoe 6y agoI heard about that story, albeit through "The Power of Habit" by Duhigg, which is probably what your referencing. My reservation about just saying "safety is the top priority" is that it can quickly turn into management cargo culting if someone doesn't actually understand what changes it made at ALCOA and why it worked. Its the same as a manager who hears that being interested in the well being of his employees can get them to work harder so he starts pretending to be interested in his employees, not because he cares but because he wants performance improvements. It ends up being insincere, creepy and off putting instead. If the brass of a company try and emphasize safety to try and get the benefits ALCOA got, they won't pull it off, not because safety isn't important but because they didn't really care about safety in the first place.