ABSTRACT
Time a er time, I heard people say that work in places like the dish room was “menial” and that the people were incapable of being motivated. Strict oversight was the recipe for performance. As the son of a construction worker, who began life among people like those in the dish room, I knew this was pure, unadulterated bunk. Everyone wants to be proud of the work they do. My grandfather always said, “Whatever you do, whether you’re the garbage man or the president, work hard and be the very best you can possibly be.” It was clear to me that my job as a leader was not to instruct but to help these people, who were defeated by unforgiving conditions.
