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Audible Audiobook
Listening Length: 8 hours and 51 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Gildan Media, LLC
Audible.com Release Date: June 27, 2016
Language: English
ASIN: B01HIPN1WI
Amazon Best Sellers Rank:
What Bob Chapman and Raj Sisodia have created in Everybody Matters is not only a beautiful and enduring message but so much more. It challenges each of us to embrace our own inner genius and liberate unselfish power in ourselves and others. Robert Kiel in Return on Character empirically demonstrated the business and personal benefit of virtuous leadership, and Bob Chapman offers a living example of how it can be done. When a leader is obsessed with creating a culture that puts people first everyone benefits--the leader, the workforce, the customer and ultimately society itself. Knowing yourself as you truly are connects you with the deepest sense of what is right and transforms you into a person who is profoundly connected with others. This is the inner transformation that embeds you in a sublime ecosystem where others thrive and where your expectations routinely exceed your wildest dreams. Everybody Matters extends the gifts of trust and empathy enjoyed by those fortunate enough to be part of Barry-Wehmiller to all of us. Read it, buy it for those you value and experience the transformative power for yourself.William D. Anton, Ph.D.
I had a colleague this past week suggest I read this book they'd stumbled upon 'cause apparently, "This guy sounds just like you!".Indeed I did enjoy it.I'd heard of the Barry-Wehmiller company before, having grown up in southern Illinois, it's a pretty familiar name to those close to the St. Louis metro area. But honestly - I had no idea that Barry-Wehmiller had so wholeheartedly embraced a philosophy of management that should be what lean managers strive for.The only part of the book that bothered me was the point in the book when they decide to adapt lean methods into their culture..."We scheduled a kickoff meeting in Green Bay with a group of senior leaders to lean about Lean and begin our continuous-improvement journey. On the first afternoon, a consultant gave an opening presentation on Lean. After forty-five minutes, I stood up and walked out of the room in frustration. The presentation was all about justifying bringing Lean tools into an organization because they help add to the bottom and get more out of people. The presenter actually said these words, "This will help you get more out of people." That's when I left the room......With fire in my voice, I said, "Brian, we are never going to have a Lean journey like that in our organization. We are not going to suck the life out of people and take advantage of them in that way. We are going to build a Lean culture focused on people or we're not going to do it at all."First, bravo Mr. Chapman for being principled enough to follow your own compass. Second, I'm very sorry that was the "lean" you were introduced to. I find it ironic and sad that Bob Chapman had to build a "Lean Culture focused on people" as if it were something new and different.Ironic because, had Bob gone to Toyota to learn the Toyota Production System he'd have found that's exactly what real lean is. Maybe not in the exact same way they've found to make it work at Barry-Wehmiller, but certainly within the same spirit.A real lean consultant would have known that:The Toyota Way is rooted in the concept of "Respect for People" and would never:overburden employeescreate an environment of fearthink of people as "heads" or "variable resources"Real lean knows that you cannot truly have continuous improvement, everywhere, all the time IF you don't respect people as people.Real lean knows that the best way to build / show respect for people is to trust them, listen to them, guide them, thereby - building better people.In this way, people are not a variable cost you want to flex up and down - but a fixed cost, or even a capital investment that continues to appreciate. Like a chunk of gold, that will increase in mass if you only appreciate it - or shrink if you ignore it.Bob may not have gone to Toyota, but according to his book he did meet with Jim Womack of the Lean Enterprise Institute. Poor Jim Womack even laments:"Bob, I can't believe I wrote this book that's been around the world, that a huge number of organizations in the country are embracing...I can't believe it hasn't changed the world"What does this say about us? What does it say that you can't almost hear the angst in Jim Womack's voice about the undelivered potential of this alternative way of management?You can practically hear Jim thinking, "How many times do we have to say this?"So many say they're lean consultants, OpEx professionals, etc...but why is it so rare to find a leader that can actually practice it?(let's be honest here...it's very, very, VERY rare.)There's also a section of the book detailing how they weathered the financial crash of 2008, asking all employees to share in the burden - rather than having a layoff and catastrophically impacting a few.This hit close to home for me - as the company I worked for at the time - did nearly the same thing. We did it a little differently, a single week at a time per month and we focused it on salary ranks rather than hourly (as well as giving up all bonuses and merit increases) but it was a similar strategy.Why would an organization do this? I explained this to another colleague a couple weeks ago:"Our clients don't care how great you did this year...or how great a team did, or a division...they see us as one company, one team. It's about time we thought of ourselves that way..."Business organizations don't get to succeed or fail in silos in the real world. This is a team sport - and good teams pick up the slack for a injured member. Bob Chapman and Barry-Wehmiller should be proud of what they're trying to do, the lives they've impacted, and those they might yet inspire to. I'm sure things aren't perfect, no company ever is. But if Bob is half as sincere as he comes across in this book, and they keep trying - they have a bright future ahead of them.
I am grateful that I had Chapman's book on the shelf to read. I had just finished Jeffrey Pfeffer's book, Leadership BS, and was pretty down based on what I had read. What a delight and contrast, to pick up Chapman's and Sisodia's book. It has renewed my faith in human nature.In this well written book, Chapman and Sisodia trace the journey Barry-Wehmiller made from a company focused on KPI's to a company focused on building a Business Family - not a family business, but a business family dedicated to the sustainability of the business using the philosophy of taking care of people.Certainly the company isn’t perfect, they still get it wrong some times. But the difference is they correct course when they find out what can be better, admit their mistakes and re-commit themselves to the path of compassionate leadership.Barry-Wehmiller figured out that to actively manage the culture, they would have to write down, teach, enforce and live the values they wished the organization to embrace. They did that at every turn by creating the Barry-Wehmiller University and by being patient building back the trust with employees.Most impressive to me is that the company, besides growing through becoming more effective internally, has grown through acquisition. The acquisitions they made were of product compatible companies but ones who were “on the edge†of insolvency. Invariably, the culture of the acquired companies were the typical command and control and unsafe environment with no trust at all between and among leadership and employees. With patience and the consistent application of the B-W way, the companies soon began to improve and thrive.It is telling that Simon Sinek (Leaders Eat Last, Start With Why) found B-W to be an excellent case study and had much praise for the company and this book. In the forward, Sinek made the following statement:“I’ve since taken others to see Barry-Wehmiller’s offices and factories, and the results are always the same. People are blown away by what Chapman has created. As for me? I can no longer be accused of being an idealist if what I imagine exists in reality.It begs the question, if what I talk and write about can exist in reality, if every C-level executive acknowledges the importance and value of people, why is Bob Chapman and Barry-Wehmiller the exception rather than the rule? The reason, once again, is pressure. . .†- Chapman, Bob; Sisodia, Raj (2015-10-06). Everybody Matters: The Extraordinary Power of Caring for Your People Like Family (Kindle Locations 81-84). Penguin Publishing Group. Kindle Edition.The root cause of employee disengagement is our typical command and control business structure. The pressure to “hit the numbers,†even in private businesses but certainly in public entities, is enormous and there is no patience on the part of shareholders. Yet B-W has proven that we can have both excellent performance and a safe, trusting work environment.Pfeffer does a great job telling it like it is, and then misses the mark on realistic solutions. Chapman does an equally great job on telling it like it is (and was at B-W), and then not only provides a useful solution, but proves that the solution is viable through the story of Barry-Wehmiller's transformation.I believe that if one reads and truly understands the content of three books – Start With Why, Drive, and Turn the Ship Around! – and having understood, builds a business based on the content of those books, then one will wind up with a truly unstoppable and sustainable business that will look a lot like the Barry-Wehmiller of today.
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