“We are the market leader in our field,” said Mark Hansen, CEO of Gosport Shipbuilding Inc. (GSI). “I built this company from the ground up. I know more about constructing gambling ships than anybody in the business. That’s why we are number one. My motto is ‘I think and employees work.’ This empowerment nonsense you’re selling is just that—nonsense. If I want an employee’s opinion, I’ll give it to him!”
Luke O’Hara, GSI’s new quality director, listened respectfully as his boss ranted on. But he had to admit that Hansen had a point. GSI’s CEO could do every job in the yard better than the best employees on the payroll. He was also right about GSI’s position of market leadership. He thought, “Employee empowerment is going to be a tough sell with Hansen. After all, strip away the bombast and what the CEO is saying is ‘Why fix what isn’t broken?’”
Put yourself in Luke O’Hara’s place. You’re the new quality director and want to convince your new boss of the benefits of employee empowerment. How would you persuade Mark Hansen to change his mind?