York Shares (CONT’D FROM PAGE 1)
Four years later, with an accounting degree in hand, he landed a job at Container Corporation of America in Memphis, Tennessee, as a manufacturing trainee and con- verting supervisor. “I consider that time as an hourly employee to be the most valuable,” York said. “I always thought more about how does it make it easier for the hourly employee. If I can get the hourly employee to do what we need to do, I don’t have to worry so much about the managers.” Ten Years Of ‘Flailing’ But becoming a good leader isn’t that easy. There was a 10-year rough patch that began in 1984 when York said he was “flailing.” He was demoted from production man- ager to plant superintendent and was even placed on pro- bation. York said he was working hard, but things were just not working. “I would tell people what to do rather than ask them,” he said. “I was really quick to lose my temper and I was perpetually fire fighting.” York didn’t like flailing or failing. For inspiration, he turned to books, reading “The Goal,” a novel by Elihyahu Goldratt about a production manager who was managing bottlenecks. He also took two Dale Carnegie courses, “How To Win Friends and Influence People” and “Public Speaking.”
CONTINUED ON PAGE 22
20
www.boardconvertingnews.com
September 26, 2022
Made with FlippingBook - professional solution for displaying marketing and sales documents online