We Were All Partners
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We Were All Partners
We shared the responsibility for creating strategy and for making the decisions on how to implement it. We celebrated our victories and supported each other when there were failures. Because we were committed to sharing and learning, no matter what the circumstances, we were successful. And as a result, our company produced profits which our stockholders shared with us. We were all partners at Hawaiian Flour Mills.
HFM was owned by the Kerr Pacific Corporation during the period covered in this book. I am writing about a group of people who worked to make HFM a world class corporation for its shareholders. I am not presenting our leadership and management program as an outline for anyone to copy. Rather I am offering my recollections as evidence to those who want to transition to a values and performance based company that it can be done.
In the following pages I will describe the ideas that led a group of ordinary people through a transformation from a command and control management system to a high performance workplace. As with all major change, a view in retrospect is usually more instructive then the observations made at the time those events unfolded. The stories I am offering to you are recorded as accurately as my current perspective on partnership building has progressed to. Maybe greater understanding will occur when I am standing on the bank of a gr
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About the Book
We were successful because we were committed to becoming partners with a lot of people. Our partnerships included the relationships we built with customers as well as those with fellow workers, suppliers and our stock holders. Whatever the form of communicaton is, and we relied heavily on interpersonal contact, as long as a business creates a social contract for its activities then it can be vital and profitable.
"We Were All Partners" describes a company that focused on creating social contracts and how we did it through team building, measuring and training. The result of our dedication to the principles of partnership building were excellent profitability and industry leading performance.
About the Author
Mike McDaniel started his career in a family owned business. After it was sold he has held a number of management positions where he had the freedom to develop his own theory on how to build a dynamic company. His ideas evolved through personal experience on manufacturing floors, with customers and in corporate board rooms where theory is always reviewed under the rigorous cross examination of directors focused on profitability. Mike lives in Ridgefield, Washington, with his wife Joni and kids Tristan, Liz and Ian where he is working to build another business in to a high performance company.