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He started his career as a test pilot for BA Systems. He shared with me that when he told his wife he was going to be interviewed for a podcast to collect a story or two from him. He requires almost no prompting. Just a few words and he is off on another story. He has an example for pretty much every point. Did you ask him by any chance how he developed that? You do see some leaders who do have that ability to be able to share an example to make a point.
Well, Charles did make the point that he has been doing it for a long, long time, for as long as he can remember. He does. It had poor industrial relations, union problems, it was unprofitable and it was the factory that BA Systems were planning on closing. And it had ruined one or two careers of general managers who had been put in there so my heart fell when I was told they wanted me to go and run Chadderton.
I thought this was the end of my career. Anyway, I went in full of enthusiasm and determination to succeed where others had failed. Then it broke up and they did the same the next day and the next. They went out a bit miserable. So they sat around, drank their tea and talked. I persevered for a whole week—it was just failing. All I was doing was losing the teams and breaking up the work schedule. This was a conference on how to introduce quality circles. After about 20 minutes we drove past a good old English pub.
We went into the pub and asked everyone what they wanted it was normally beer and then I started chatting to one of two people. Why am I failing? I got my management team together and asked them what do we do with these suggestions? Someone came up with the idea of putting lanolin on a stretch form block.
When you form a fuselage you have to stretch the aluminium over a circular block so that it goes into the round shape of the fuselage. This fitter in stretch form had realised that it scratched the metal because the block was made of concrete. So the next department down the line, the polishing department where 3 or 4 people polished all these scratches out of the aluminium. How much do we owe that person? So one person could buy a house for themselves and one for their son.
Perfect, this is the one. We called the team together in the stretch form department—about 20 people and Ken was the name of the guy who invented this. Ken shuffled forward, a slightly embarrassed smirk on his face, waiting to see what he got.
You could have heard a pin drop. That story spread throughout the factory like wildfire. The suggestions came pouring in for big improvements in the factory. I really got that sense that he was reliving that whole time and what actually happened. He was able to recall so much detail; lovely detail like Ken walking up to get his prize with that shuffling, slightly nervous, embarrassed look on his face.
You really think that Charles is really reliving that moment. Yeah, and the details he was able to recall—the aluminium stretch form concrete block covered with lanolin—being able to recall all those details adds interest but also believability. One of the things I loved about it was it was like a movie, a roller coaster, ups and downs and twists and turns right to the end. There was a lot of self-deprecation, always bad things happening to Charles—he was not a winner until the very end.
Indeed, And there are some great moments in that story. Indeed, and we talk about this when we talk about how to use this in a business sense but that was the moment when he actually became approachable. And in the process that was the turning point. I liked that one as well. And my mind exploded with future possibilities for where the story could go from there. That was my thinking. But they went through on it, which is fantastic.
But of course you need to look at it in that pragmatic way. So there are many things that make that story a good one and that we like about it. I also liked the fact that he was a very good speaker. I liked his voice, no ums and ahs, just told the story. I think there are some opportunities not many to make this story even better. One of this is if I was thinking about application in business would be how to make it a bit shorter. Making it shorter could help make the point faster.
You might lose some of the feeling in that story though. I agree. Yeah, the whole going to the pub was so important because it changed the status of everyone. And that is, of course, the major turning point of the story. And there is a stark contrast there. That reminds me. Years ago I did a project for the Defence Department and I was working for a guy called Air Vice-Marshall Peter Nicholson you used to work with him and I noticed he changed his way of operating depending on where he was.
If he was in his office it was the formal back and forth between his subordinates—they were definitely his subordinates. But then when he moved to the kitchen just three rooms down the hallway he was the same as everyone else. One of the other things I liked was the importance of humility. You could use that in business to demonstrate that having some humility gives you access to new insights. I really like the use of this story to make the point about incremental change versus step change.
He was running the worst factory in BA Systems by a whole bunch of measures. It could have gone nowhere. It would be the wrong takeaway to think you can just take an initiative and plonk it in another place and expect it to work. This software is the property of Adobe Systems Incorporated and its licensors, and may not be reproduced, used, displayed, modified, disclosed or transferred without the express written approval of Adobe.
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