Page 238 - Everything I Know About Business I Learned

Epilogue

savvy financial expert. These three, although their relationships
were tested in the early years, proved to be an incredibly potent
leadership team. Arguably, they never would have accomplished
all that they did without June Martino, officially Ray’s secre-
tary, and later both corporate secretary and treasurer, who in
many ways was the glue that kept this early group together. The
personalities and styles of the triumvirate were very different
and led to some heated arguments and fights between the three,
with the near departure of Fred Turner at one point. Credit also
must go to Don Conley, the first franchising vice president, and
to Jim Schindler, who led kitchen design and engineering. These
six individuals from the very beginning proved to be a power-
ful group whose synergy was unbounded. And the motivation,
springing from Ray himself, led them to believe that they were
on a mission of noble proportions. They not only made many
important decisions early on but also established the grounding
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principles and core values that the organization would hold per-
petually in highest regard.

2. Meritocracy. The organization was, and still is, built on a
model of performance-based promotions. The ability to attract
talented people who desire the rush of being held accountable
and the latitude to make decisions is a deep culture within the
system. In my interviews for this book, sources repeatedly
showed a gratitude for the opportunity they were given at
McDonald’s that was based clearly on their ability to achieve a
specific goal—that opportunity, coupled with their passion to
thrive, seemed to serve as an aphrodisiac to many in the com-
pany. This was true for both vendors and licensees as well. While
backgrounds and pedigrees were not a concern, what mattered
most were a universal work ethic and a drive to excel. It wasn’t
about the right skills; it was about the right values. Clearly, rein-
forcing the message of performance were those ubiquitous