I thought of the sums coded as executive hospitality and wondered what such money could have accomplished if we’d applied it to ordinary improvements.

We tested the new process for a month, measured the results, and adopted it where the numbers supported it.

The company then recognized the team publicly, with their names listed first, not mine.

In the executive report, I included the fact that our delayed response had cost us time and employee trust.

I began to understand a quiet truth about leadership: often the most powerful thing I could do was make space for people whose contributions had been overlooked.

One afternoon, Rosa the custodian greeted me near the lifts.