Chase Koch: belief

Transcript context

…Across the company and your affiliates, what do you do to incentivize your workers, managers to do something with this? It starts with leadership. One of the key principles that we have in the book, Tyler, is bottom-up versus top-down. One of the ways I describe principle-based management and what is different about Koch is asking yourself the question, if you run an organization, what if you had a culture where everyone knew what to do without being told? It’s a big question. I’m not saying we have that at Koch, but it is a vision for us. What that principle is, is bottom-up empowerment as opposed to top-down control and dependency on the smartest guy in the room. It’s really all about empowering people with principles, but to your point, also empowering people with technology and empowering people with tools. The incentive is, it just makes them more effective. I think there’s a natural motivation there for any employee to say, “Do I want to do my job more effectively? Yes. Are there tools out there that can help me with that? Of course.” A role as a supervisor is to encourage and empower these people with principles. Are you driving creative destruction of your own role? Are you driving creative destruction of your own business? Are you practicing experimental discovery with technology? That’s another one of our principles. They’re questions, they’re not, “Go do this. ” I think that’s what’s very different about a bottom-up approach as opposed to running an organization from the top down. Now, we live in a great country. As you know, Kansas is a great state. We have other great states. What’s the most fundamental reason for trying to understand why so many of our political candidates are so terribly bad?…

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