Page 42 - Everything I Know About Business I Learned
P. 42

Everything I Know About Business I Learned at McDonald’s



              The system had no room for those who abused Ray’s found-
            ing principles—and incidents were rare. Paper distributor Ted
            Perlman noted that “some of the people that misused the trust
            were for the most part good people at all levels who might have
            been misguided but meant well. There were four or five more
            senior people that misused the trust, but those were exceptions
            not the rule.”
              Incidents of corruption are so rare at McDonald’s that when
            I did encounter it, it took me several moments to recognize it at
            face value. Back when I was a director of operations for the com-
            pany, I was approached by a contractor who, after completing
            the construction of several new restaurants, was eager for more
            business. And because we were always building and refurbishing
            units, we were on the constant lookout for quality contractors
            who could get the job done. No single source could handle it all.
            Out in the parking lot, this particular contractor said there would
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            be cash for me for each site going forward. I looked at him, puz-
            zled, so he repeated his offer. I was dumbfounded that he could
            be so stupid (and that I could be so unsuspecting). I told him we
            don’t do business like that, and he never built another unit for
            us. I have to believe that scene has been played out many times
            over the years with McDonald’s management.
              It might seem naïve to believe that everyone at McDonald’s
            shared my ethics, but I’m not the only one with this perspective.
            “I think the degree to which integrity permeates the relation-
            ship, it’s almost as if you don’t have that, you can’t survive,”
            Peter Grimm added, noting with little wonder that the few who
            played shenanigans were quickly pushed out of the system.
            “Rotten eggs stink, and it doesn’t take long, in a place where
            there were very few of them, [for them to] stand out like a sore
            thumb.”
              Tom Dentice shared that view. “I could probably count the
            number of people . . .  really weren’t honest and didn’t have
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