Entity Dossier
entity

Lambreth Hancock

Strategic Concepts & Mechanics

Strategic PatternMore Things for More People at Lower Prices
Operating PrincipleFire the Teacher Not the Student
Decision FrameworkDelegate Everything Except the Bet-the-Company Call
Signature MoveFlattery-First Then Publicize Your Version
Identity & CultureTheatrical Recognition as Loyalty Engine
Cornerstone MoveDive Through the Window Before It Closes
Signature MoveCross-Pollinate Executives Through Rotating Questions
Operating PrincipleProfit Lives in the Overload
Signature MoveForty-Eight-Hour Answers, No Study Committees
Identity & CultureRename Problems as Opportunities in Work Clothes
Signature MovePile Work Until Key Men Emerge
Cornerstone MoveStorm the Monopoly Gate at Government Speed

Primary Evidence

"Even more important, the elder Kaiser was deeply concerned by the company’s future. Lambreth Hancock, a long-time personal aide, recalled driving Kaiser from Lake Tahoe to Oakland in 1954, when the company’s future looked bleak. Kaiser, usually voluble and gregarious, was very subdued. Finally Hancock asked the boss what was on his mind. “I’m just trying to figure out some way to salvage Kaiser-Frazer.” When Hancock said that many in the company were advising him to quit and were telling him that he was throwing good money after bad, Kaiser replied: “Handy, I can’t give it up. I recently received a letter from... a retired railroad conductor... telling me that he had confidence in what I was doing and that he had withdrawn all his life savings and had invested it in Kaiser-Frazer stock... I can’t let those kind of people down. I’ve got to find a way.” 65 Kaiser worried about his public image; but he also cared about people who depended upon him."

Source:Henry J. Kaiser

"Even more important, the elder Kaiser was deeply concerned by the company’s future. Lambreth Hancock, a long-time personal aide, recalled driving Kaiser from Lake Tahoe to Oakland in 1954, when the company’s future looked bleak. Kaiser, usually voluble and gregarious, was very subdued. Finally Hancock asked the boss what was on his mind. “I’m just trying to figure out some way to salvage Kaiser-Frazer.” When Hancock said that many in the company were advising him to quit and were telling him that he was throwing good money after bad, Kaiser replied: “Handy, I can’t give it up. I recently received a letter from…a retired railroad conductor…telling me that he had confidence in what I was doing and that he had withdrawn all his life savings and had invested it in Kaiser-Frazer stock…I can’t let those kind of people down. I’ve got to find a way.”65 Kaiser worried about his public image; but he also cared about people who depended upon him."

Source:Henry J. Kaiser

Appears In Volumes