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Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket

Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket | Change Leadership Watch | Scoop.it

Boston Herald: TEWKSBURY, MA — Arthur T. Demoulas was reinstated as CEO late last night after a two-month standoff over his firing that saw rank-and-file workers walk off their jobs and customers jump to competitors in protest — thanked his workers this morning, hours after his historic purchase of the company.

   

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“You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life.” ~ Arthur T. Demoulas, reinstated CEO, Market Basket

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"You are simply the best,” Demoulas said …There is very little I can ever add to your brilliant work…and the power of your enduring human spirit over the past six weeks.”

    

Early this morning, a massive fleet of delivery trucks lined up ready to roll and hundreds of ecstatic employees reported to work for the first time in weeks....heralding the return of a boss they said had provided generous pay and benefits and a culture of respect for workers.


“You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life,” Demoulas told his workers. “You displayed your unwavering dedication and desire to protect the culture of your company...You have demonstrated that everyone has a purpose....that no one person holds a position of privilege.”

   

The chain employs 25,000 workers in Massachusetts, Maine and New Hampshire.  [It was worth] $4 billion before Arthur T.’s June 18 firing touched off a customer boycott and employee walkouts.  [It] racked up millions in losses and shelves were left empty due to a halted supply chain.

   

Demoulas said he hopes to take less than two weeks getting shelves restocked and stores back to some semblance of normalcy.


Click the title or photo to see the full story.

    

Related posts by Deb:

    

Revelation, Leadership Integrity at All Levels

    

Company Priorities Reveal People Values and Forecast Long Term Profitability

      

6 Steps Beyond Industrial Age Performance Appraisals

    

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work

   

  • Stay in touch with the monthly Best of the Best news, taken from Deb's  multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

        

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  
Deb Nystrom, REVELN's insight:

I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

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Deb Nystrom, REVELN's curator insight, August 28, 2014 12:49 PM

I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

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Trending Down for years: Yahoo Investors Need to Worry About Marissa Mayer

Trending Down for years:  Yahoo Investors Need to Worry About Marissa Mayer | Change Leadership Watch | Scoop.it

"By fighting trends, like telecommuting, Ms. Mayer's focus on tactics further damages Yahoo - which desperately needs a CEO with vision to create a new strategy."


Excerpts:


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Yahoo has been a struggling company for several years
.

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...Yahoo has lacked an effective strategy for a decade.  ..It has no technology advantage, no product advantage and no market advantage.  It is so weak in all markets that its only value has been as a second competitor that keeps the market leader from being attacked as a monopolist!


A series of CEOs have been unable to develop a new strategy for Yahoo to make it more like Amazon or Apple and less like – well, Yahoo. 


...Ms. Mayer was brought into the flailing company from Google, which is a market leader, to turn around Yahoo.  But she’s been on the job 7 months, and there still is no apparent strategy to return Yahoo to greatness.


Related posts by Deb:


     

   


Deb Nystrom, REVELN's insight:

Yahoo's spotlight in the news seems to now be a cautionary tale about how not to change. 


Mayer's success at Google seems as if it is not translating into vision and right action (first steps), even after 7 months, at Yahoo.

Leadership IS about followers and inspiration to adapt.  Yahoo seems to have chosen conventional communication (email) as well as traditional management techniques in a company that seems more and more old school in adapting to change. 


If nothing else, Yahoo, note, the medium is the message, a quote from Marshall McLuhan.

~  Deb 

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Leadership & the First Follower, Video Classic on Change Execution | Change Management Resources

Leadership & the First Follower, Video Classic on Change Execution | Change Management Resources | Change Leadership Watch | Scoop.it

A classic video that communicates volumes on follower personal leadership.

 

Excerpt:  "Now comes the first follower with a crucial role: he publicly shows everyone how to follow. Notice the leader embraces him as an equal, so it's not about the leader anymore - it's about them, plural. "

 

This is from the "non-partisan" ChangeManagementResources.com site also known as CMRsite.com

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World for What It Is, or What It Could Be? Elon Musk, Tesla Motors

World for What It Is, or What It Could Be? Elon Musk, Tesla Motors | Change Leadership Watch | Scoop.it

We need people who can execute ...including mastering acceleration.


Elon Musk

Recently featured in a Wall Street Journal article, Musk is compared to Steve Jobs, another visionary, and is then discussed as follows:


Elon Musks's ambitions soar even higher...


His electric-car company Tesla Motors aims to remake the way we drive, while the ultimate goal of his rocket company SpaceX, he said, is to travel to Mars and help build a self-sustaining base there.


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We need people who can execute. Too often people jump ship before they see an idea through...

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Skepticism?  ...each time Mr. Musk delivers a better, less-expensive electric car or launches another rocket successfully, he proves his doubters wrong.


...he co-founded a multibillion-dollar company called PayPal.


...Musk...taught himself to code and program software by the age of 12.


After ...leaving a PhD program at Stanford, Musk dedicated himself to the three important problems that would most affect the future of humanity.  "One was the internet, one was clean energy, and one was space."


All three are revolutionary spaces, and to work in all three most certainly requires an individual willing to completely reinvent himself and his expertise to change course as needed.


We need people who can execute. Too often people jump ship before they see an idea through and don't even begin to master the competency of acceleration before they are onto the next thing.


Related posts from Deb:

     



Deb Nystrom, REVELN's insight:

The Tesla story has elements of sensing the future that can be instructive for anyone in a change space including innovation.  ~  D

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Deb Nystrom, REVELN's curator insight, July 10, 2013 11:09 AM

Originally posted on my Change Leadership Watch stream, it also is highly instructive to the innovation theme, especially with the lessons of staying-the-course with the new idea and execution.  ~ Deb

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Are Competitors Executing Your Great Ideas Better Than You? | Tatumllc

Are Competitors Executing Your Great Ideas Better Than You? | Tatumllc | Change Leadership Watch | Scoop.it
Organizations with great ideas that are not executed well are often left in the dust by fast followers; who implement similar ideas and strategies more effectively.

A fast follower tweaks the original idea, makes it better and in the long run, achieves more success for their business; with your idea.

While mapping strategy is important, the inability to accomplish change can derail even the strongest strategic thinking. In fact, change management research indicates failure rates of 70% to 90% (according to the Turnaround Management Society).
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