In the months after the incident, I learned that a CEO’s authority could open doors, but only repeated behavior could make people confident they would stay open.

A policy on paper was a promise.

Each decision thereafter either kept it or broke it.

When employees began calling me by my first name, I had to remind myself that familiarity wasn’t the same thing as safety.

I still needed people who could disagree with me.

I asked Warren to establish a regular session where frontline employees could question executives without their immediate supervisors present, and I volunteered to be the first person questioned.

The hardest question that day came from Rosa.