How many companies get Leadership right? Do you always have to have that charismatic leader that makes us think about them before the company? Tomorrow’s podcast is with Craig Bouchard, author of the book, The Caterpillar Way: Lessons in Leadership, Growth, and Shareholder Value. If you know my legacy a bit, you understand the high degree of interest.
An excerpt from the podcast:
Joe: What struck me about the book more than anything else is that there was not a Jack Welch, a Steve Jobs, or a Bill Gates. It was a credit to the entire Cat organization. Was that true? Is that how Cat is?
Craig Bouchard: I really confess. It's incredibly true. I've been the CEO for a couple of companies. I'm the CEO of Signature Group, a public company right now, in a great company. But in the case of Caterpillar, I've never seen such a large group of people so thoroughly dedicated in increasing their revenues and decreasing their expenses as a team - which is kind of simple - but what I'm trying to say is that it's rare in real experience. That company is really - everybody is on the same page and that's a management feat of course that they've accomplished that.
Joe: Yes it's a huge management feat but not to have that person out there waving the flag just amazes me.
Craig: Yes and when I look at Cat is and the most remarkable thing going back to the 80's. They had basically six incredibly large complicated decisions to change the company during this past thirty years. Six times, they turned the entire place upside-down strategically requiring such a flexibility of their management and their workforce - it's just really remarkable and each one of those decisions could have turned into a disaster and each one like them have turned into disaster for other companies, and Caterpillar went six-for-six. Basically with four different Chief Executive Officers through that time period responsible for those six decisions. Not only did they go six-for-six in decisions, they managed to get it right who was the right person to implement and come up with an implementation for each of them. This kind of a record is almost unheard of in terms of these types of gigantic decisions were implemented.
Joe: Did the CEOs get picked based on the needed initiative, or because they were good at, or did it happen because they were at that?
Craig: We talked about that a little bit in the book. How much of it is luck and how much of it is that the board of directors, they had at the time, picked the right guy for the right job in the challenges that existed at that time. Between Donald Fites, Glen Barton, James Owen, Doug Oberhelman and George Schaefer before, these five guys are very different people with different skill sets. In whatever way that it was accomplished with the board of directors at Caterpillar and its succession planning is a very determined and thorough process in the company. To put in place the right person at the right time in those challenges during those thirty years and my conclusion because they got it right five times in a row - it is not luck.
About Craig Brouchard ( http://www.craigbouchard.com): Entrepreneur, writer, art collector, great father and pretty good husband. Crafted the first and only "hostile reverse tender merger" ever successfully completed on Wall St and founded two public companies; Esmark and Shale-Inland.
- 2013 - Founded Cambelle-Inland, named for my daughter Cambelle
- 2010 - Founded Shale-Inland, named for my daughter Shale, now public in the bond markets (A3)
- 2003 - Founded Esmark Inc., the highest appreciating stock on Nasdaq for the full year 2008
, was a contributing author to 
, and has authored many articles including the ground-breaking article, Roots of Lean - Training Within Industry: The Origin of Kaizen.
, was published in 2008 by IBM Press. Dr. Eli Goldratt, founder of the Theory of Constraints, said it’s one of the best books ever written on TOC. John is also the author of “
,” a chapter in the Theory of Constraints Handbook published in 2010.
. I found the book delightfully simple and relevant. In fact, it has spurred me on to take the learning skills developed to the next level. There still may be a Jonah left in me. 
, was released by 
, discusses Paul Orfalea difficulties, which gave him "learning opportunities." He explained that it propelled him to think differently, and to develop an unorthodox, people-centered, big-picture business model that relied heavily on the intelligence and skill of his franchise managers. Orfalea's exuberant and irreverent attitude — he freely admits to cheating in school and relying on others to get him through college and his positive acceptance of his dyslexia should inspire many others. He mentioned in his book that when he walked into a room, he knew he was not the smartest person in it! Wonder if most leaders do that when they walk into a Kaizen Event? 
