All in a panic-stricken rush to sell their Alcoa stock as fast as they could.
Those who held onto their Alcoa stock were handsomely rewarded.
Other leaders communicate the “what”, “how” and then the “why”.
It would have been easy (and expected) for him to have just talked about improving sales and reducing costs (what) and then “how: they would do it.
One Behavior Change at a Time As quoted in The Power of Habits, O’Neill said, “you can’t order people to change. So I decided I was going to start by focusing on one thing.
If I could start disrupting the habits around one thing, it would spread throughout the entire company”.
Our safety record is better than the general workforce, especially considering that our employees work with metals that are 1500 degrees and we have machines that can rip a man’s arm off. I intend to make Alcoa the safest company in America.
I intend to go for zero injuries.” As quoted in the Power of Habits by Charles Duhigg, the audience was confused.
On a windy day in October 1987, the new CEO of Alcoa, Paul O’Neill, gave his maiden speech to shareholders.
Most CEO’s would use this opportunity to get shareholders excited that they were going to focus the company on increasing sales and reducing costs, for improved shareholder return. “Every year, numerous Alcoa workers are injured so badly that they miss a day of work.