Heart-First Then All-Out Execution

“Harrison left a well-paid, high-profile sales manager job working with one of Canada’s business giants. No job, no salary, and a wife and new- born son and daughter at home. No business to go to, just an obses- sive desire to start one. The problem – he had no idea what to start. ­Harrison’s chutzpah once again rose to meet the occasion. Joining the family business was not an option. The potato business”

“after ­Harrison and raising her newborn son Mark and daughter Ann. But Harrison was growing restless and could not let go of his desire to start his own business. He explained, “You know, I thought I was going to walk into a place and see a place to buy some day or a place I could offer to buy, and lo and behold I’d be in business. And it dawned on me one day that I was too busy doing too many things for that to happen, and that I had to make it happen. So I quit the job. So I had no job and no money, and I had to find a business.” K.C. Irving pressed”

“Kaiser also learned that Ickes was a tenacious watchdog over his department’s expenditures. The Interior chief was convinced that Six Companies wasted money on overtime, performed in other than “emergency” situations. As Six Companies’ work wound down in the summer of 1935, Ickes counted more than seventy thousand separate violations of the letter of the contract and authorized a payroll audit. Ickes suspected no criminal intent but was a stickler for detail. He was irritated by Six Companies’ casual interpretation of the rules, and he considered a $ 350,000 fine. 52 Rather than challenge Ickes’ charges directly, Kaiser devised a masterful response. Several weeks later, as the dam superstructure neared completion, Kaiser arranged for publication of a handsome illustrated booklet, So Hoover Was Built, by Six Companies publicist George Pettit. Copies of the booklet were to be mailed to influential opinion-makers across the country, thus presenting the Six Companies’ perspective before any headline-seeking investigations or negative assessments could surface. In keeping with his determination not to alienate Ickes, Kaiser mailed copies to him before general distribution. The secretary backed down part way and lowered the fine to $ 100,000.53”

“Ickes was renowned for his prickly personality; his nickname was “Old Curmudgeon.” Kaiser learned one secret of getting along with him, consistently flattering Ickes and keeping him informed of developments at Hoover Dam. In March 1936, Ickes wrote to Kaiser, “Your company has made a remarkable engineering record in overcoming the obstacles incident to constructing such a difficult project and in advancing the time of completion so materially.... I have been very impressed with the fair attitude of you and other officials, which resulted in a satisfactory working relationship.” 54 This was probably as close to sentiment as the dour Ickes got, at least in correspondence with those other than President Roosevelt.”

“When you listen to the voice of your heart, you will go all out to strive and work hard for that voice until you reach the other shore.”

“After that, I no longer feared letting go. I believe that as long as I start from the heart, each choice conceals a new world. When an opportunity arises, as long as I correctly evaluate my potential and integrate it with my understanding of life, I can seize this new world.”