We must recognize that human life is worth regarding and worth valuing in and of itself, not simply for what it can do for us.
done and offer free publicity about it in your bulletin board space or company newsletter. Third, we aggressively fi nd ways to
involve employees in improvement. We want to provide our people with constructive ways to talk with us, propose ideas, work in team settings and learn. We need to capture what is on their minds—and that is the route to their heart. You will never buy an employee’s loyalty; you can only earn it by creating a place where he or she belongs. We belong to that to which we contribute meaningfully. Fourth, open the doors on informa-
tion, especially fi nancial information, and allow employees the access to decision-making facts they need. Help them treat company money as their own and learn stewardship. Read a book like Creating an “Open Book” Organization by Thomas McCoy (Amacom, 1996) or The New Shop Floor Management by Kiyoshi Suzaki (Free Press, 1993). Fifth, deliberately and publicly ask
“What did we learn from this failure?” instead of “What did we lose from this failure?”
Business Is Not War The opposite of leading with em-
ployee empowerment is to lead through coercion or strict command and control. Some would argue it is more effi cient to tell people what to do and have them do it—no ifs, ands or buts. Typically, two scenarios are described
as good examples of this kind of effi - cient leadership: the fi eld of battle and the playing fi eld. Imagine how silly it would be for Peyton Manning to ask for opinions in the huddle or constructive criticism on the last play. Imagine how dangerous it would be for a platoon leader to deal with “the power to say no” among his squad of soldiers. These people are acting in the extreme
short term. And they are fully empowered to act not only as a team, but with the
MODERN CASTING / November 2010 47
full respect and dig- nity associated with the competent function- ing of their role. The empowerment comes in the practice, in the squad room, in the times between battles. The empowerment comes with incessant training and drilling, the skill development
and encouragement to be the best at what they do. When crunch time comes,
each person on the team can perform their best because of that power. On the battlefi eld, their lives depend on it. On the playing fi eld, their success and their
reputation as a team ride on it. Leaders, empower your people.
Grant them the right to speak up, to contribute knowledgeably to your or- ganization and to do what is right and good. Permit no breach or violation of the values around which we built our country and teach to our children. The alternative is slavery or tyranny, fi t inside a metalcasting facility.
MC
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