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industry. It was not the possibility of becoming general manager of such
an operation but, rather, it seemed to me to be important to learn about
the operational problems if one were to be a real help to them from the
industrial relations side. Wally Weber, the director of industrial rela-
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indicated he paid nothing but polite attention in management meetings
where operational problems when discussed. He was bored by them. I
thought he was wrong in his approach and I tried to listen and learn in
such meetings, both in Dhahran and even more so in Ras Tanura, which
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was my experience that you could learn a great deal by listening closely
in the meetings and asking a few clarifying questions after the meetings.
Most people respond favorably to tell you about their operations if you
show an honest interest, are a good listener, and ask a few intelligent
questions.

The counsel I had received about the Ras Tanura industrial rela-
tions department being the worst of the three districts was an accurate
evaluation. Experience before then, as well as during the remainder of
my working life, taught me the surpassing importance of good leader-
ship. After having an opportunity to see how my division heads oper-
ated in 1954, I gradually made a series of changes.
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neer who was accomplishing nothing. Larry Rushmer, our district man-
ager at the time, was an old friend of his. Everyone really knew that the
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about it. I talked to the training director of the company and told him
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should be given a “golden handshake.” It was agreed to give him an
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trict Manager wanted me to promote Emmet Roberts. Emmet was on
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But Emmet’s background was in academic education, whereas I felt we
needed a man with industrial training experience. In my early days in
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