Ben wanted the value of continuous improvement and innovation to become embodied in his company. He wanted everyone thinking about better ways to do things. To start the ball rolling, he started talking to employees. One day he met with a manufacturing manager, and another day he met with a janitor. He had a conversation with the last person on the line
5 )before the product went to the customer, and he talked to the customer-service reps. Everyday he talked to someone, asking two questions: “What do we do well? What do we not do well?” Quickly, he realized he learned more valuable information via the second question. Ben listened, took notes, and followed up each conversation with action. When possible, he involved employees and gave them responsibility for holding him accountable. Word went
10) around the organization that the owner really listened, and what people said mattered. They became eager to talk with him, to step forward with ideas.