Page 75 - Everything I Know About Business I Learned

Relationships

morale and well-being of the group in ways many of us never
get an opportunity to observe or realize.
On this particular evening, Danny asked if I had a few min-
utes to spare. When I said yes, he proceeded to say that he was
concerned for the group. He felt I might be pushing the team
too hard and it was starting to hurt morale. They worked harder
than many of the others in operations, putting in longer hours
and on weekends, and it was beginning to show; they were
weary, they complained—but I seemed oblivious to it. My quick
defensiveness made me remind him that “we” won accolades
from corporate for our department. While he agreed, he felt I
should pull back a bit and we would still be okay.
As I reflected back on his comments on the drive back
home, I began to see the poignancy in Danny’s words. I was
grateful to know this truth, and yet I was still hurt that I let
the team down and that they actually felt that I pushed too
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hard. Still, I wondered why the other consultants hadn’t
spoken up. I thought we were closer than that. Yet, as Mike
Quinlan alluded to me in a recent interview, it was up to me
to decide what to do with Danny’s comments. As Danny’s
insights resonated deep down, and I realized that he was right
and I was wrong, I made a conscious effort to ease up and
increase the appreciation and recognition of the group. While
that tactic worked, and everything was better subsequently, it
left a big impression on me.
Danny’s frankness was a direct product of the system. There
was an openness of dialog, and a sense that, regardless of titles,
we were on equal footing. Sure, as a person within the organi-
zation you might get your head chopped off for speaking up,
but the underlying culture at McDonald’s was all about speak-
ing your mind with openness, candor, and facts. Danny was the
kind of friend who spoke the truth, and I quickly appreciated
his perspective.