Cross-Pollinate Executives Through Rotating Questions

“Kaiser encouraged his people to check constantly with each other and to remain aware of all important developments within their operating divisions. Engineer Louis H. Oppenheim recalled how Kaiser would ask one manager a question; then a few days (or hours) later he might ask another for the answer. Executives failing to maintain contact with peers quickly found themselves outside the decisionmaking process. 10 Kaiser never articulated this strategy; he practiced it subconsciously. Ambitious men thus developed versatility, and they faced the challenge of frequent changes in assignments. When a key man was needed on a new job, Kaiser could tap several subordinates capable of taking charge. Above all, Kaiser kept men on their toes.”

“Typically, half a dozen top-level men would meet in someone’s office and hash over an issue. Kaiser might order in lunch, after which the informal conference often moved to another office. Kaiser demanded that every man present his views; then a vote would be taken. On occasion he overruled such “ad-hoc” decisions. Kaiser listened carefully to his managers, whether or not he followed their advice.”