(0)
Newsletter Article
EQ and CEOs: People Aren’t Carburetors
By Dr. Travis Bradberry & Lac D. Su, M.S.
In 1977, Bob Limber started his career in a Detroit car manufacturing company putting carburetors into vehicles on the assembly line. It was a technical task and he was very good at it. Bob was recognized and rewarded for his top- notch work ethic, versatile hands, and his uncanny ability to get things right the first time. His boss wanted other mechanics to match his performance and dedication.
Bob liked coming to work every morning. His energy, intelligence, and frequent 10 hour days drew attention to his work. When the time came, he was a natural candidate for Line Supervisor, and excelled in this position as well. When employees made mistakes, he fixed them quickly. His line had the lowest error rate in the plant, and put more carburetors in per hour than any line at any facility in the company.
No one was surprised when Bob was sent off to train for a Plant Superintendent position. He grasped the fundamentals of running an entire plant with the same fervor he had brought to his line. He graduated in the top of his class. Just 14 months into the Superintendent position, Bob succeeded his Plant Manager, who was forced to retire due to health concerns from a surprise heart attack.
And the rest--as they say--is history. Bob’s climb was a steady one, and today he is the Senior Vice President of Manufacturing for the same company. He doesn’t touch car parts much anymore, but he still has the same keen eye for operational efficiency.
When Bob first joined the ranks of corporate leadership, he thought he could tackle his new job like he did his old. He worked hard, kept to himself, and expected people to know what was required of them.
