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How I Learnt to Let My Workers Lead

Autor:   •  June 19, 2018  •  978 Words (4 Pages)  •  463 Views

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Watershed: In 1985, the Palmer Sausage Company decided to consolidate several facilities and offered to let Johnsville take over part of the production of a plant they were closing. The offer was tempting in terms of profits, but it was also risky. Johnsville would have to hire new workers and also train existing workers. Workers would need to work 6 and 7 days a week for more than a year until the new plant was ready. There was greater risk if Palmer cancelled—which it could do on 30-days notice. Stayer and his senior managers called a meeting with the entire plant, presented the problem, and asked for their advice. A member of each plant team reported its findings to a plantwide representative body to develop a plantwide answer. 2 weeks later, the company decided to take the business. The results surpassed projections. Left to traditional executive decision making, Palmer’s proposal would have been turned down. The decision to accept the proposal came from the workers.

Success – The Greatest Enemy: After the Palmer success, all employees wanted some degree of responsibility for strategic decisions. Johnsonville then set up dual career tracks—one for specialists and one for coordinators. The career team, not the senior coordinators, agreed to own and fix the compensation problem. Stayer was cautious about not letting the success affect company performance. He and his team were aware of the hazards of self-congratulation.

Stayer also realized that change is the real job of every effective business leader. There is no end to change. However, for Strayer the real cause of excitement at Johnsonville was the process used in producing change. Learning and responsibility and aspirations were fundamental to the process. Stayer’s ambition was now to eliminate his job!

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