CHAPTER10
When RME Has Suboptimized
We were promoted too soon into senior corporate roles; we were moved away from what had been achieved; it was right for our careers and our bank balances but so wrong for the business and our employees.
Mike Moran
HR director, Rolls-Royce Civil Aerospace
When preparing this chapter, I encountered a problem. Interviewing a minority of leaders involved, there was pushback to discussing “what might have been”: they were happy with their RME results. They had made significant improvements. I was told: “Yes, it could have been even better, but we did some great things, we just didn’t do as well as some others.”
Leaders can only achieve as much as is possible in the circumstances. Leaders are not dictators; they ...
Get Rapid Mass Engagement: Driving Continuous Improvement through Employee Culture Creation now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
