Page 294 - Your Leader Within Introduction

There were other times when my ego was getting in the way of performance. In other words, I was on an ego trip and could do no wrong in my mind.
In that state, generally managers at my level stop listening and think they have all the answers. During those times, Bill would ask questions like: “What was our cost per package in York last week?” knowing that I didn’t have the answer.
This would lead me to scurry around and find the answer while I came off my ego trip feeling a little foolish for not having the answer. It was my job to know such information.
He did this consistently and constantly.
As mentioned previously he invented a performance system based on questions. My main performance indicator, as Industrial Engineering Manager, was Cost per Package.
For the most part all the industrial engineering department did was to recommend and implement practices that would make our organization more efficient.
Bill came to me one day and said that he wanted me to implement a program to get all of our field managers focused on improving service and reducing the cost per package.
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