<p>对于像废品管理公司首席执行官吉姆·菲什这样的夜猫子来说，凌晨 1 点的安全简报可能会让一天变得异常漫长。但菲什之所以这样做，是因为他的岳父，一位工会管道工，告诉他如果他能定期参加这些会议——不仅仅是一次——他将学到很多东西，并与一线工人建立良好的关系。</p>
<p>菲什的岳父说得非常正确。</p>
<p>“这对我来说在学习业务和了解人方面是非常有价值的，” 菲什对《财富》杂志说。“我所学到的一部分——我一直是个财务人员——是这不仅仅是金钱和分数的问题。”</p>
<p>废品管理公司将安全视为公司运营的基石，并设定了到 2030 年将其总可记录伤害率（TRIR）每年降低 3% 的目标，TRIR 目标为 2.0。如果公司达成这一目标，这意味着每 100 名员工每年或每 20 万小时工作中将发生两起可记录的伤害。根据其可持续发展报告，去年该公司整体伤害减少了 5.8%，失时伤害减少了 2.4%。</p>
<p>“你在安全或员工身上进行投资，这些投资不一定会立即反映在财务报表上，” 菲什说。“安全往往在长期内显现出来，如果你确实有一个安全的组织，这最终会在你的收入报表上体现出来——但这需要时间。”</p>
<p>废品管理公司在 2024 年的收入为 220 亿美元，是美国和加拿大最大的垃圾和回收转运及处置服务提供商。该公司市值约为 900 亿美元，总部位于德克萨斯州休斯顿，员工超过 6 万人。63 岁的菲什自 2016 年 11 月以来担任总裁兼首席执行官，但他在公司工作了二十年。在担任首席执行官之前，菲什曾担任首席财务官、东部集团高级副总裁以及宾夕法尼亚州和西弗吉尼亚州的区域副总裁等职务。</p>
<p>在担任首席财务官的前半段时间，菲什每四到六周就会和团队一起去拉垃圾——通常是在他参加午夜安全会议的时候。最终，董事会告诉他，他们不太喜欢他扔垃圾的想法，但他仍然可以和工人一起乘坐卡车。现在，菲什表示他每年访问约 20 到 30 个地点，并进行约 5 到 10 次与司机一起乘车的旅行。他告诉他们任何话题都可以讨论，包括体育、政治、安全或薪酬，但他们必须确保聊天，因为否则菲什可能会睡着。</p>
<p>“大多数司机在我上车时有点紧张，但大约 10 分钟后，他们就会放松下来，告诉我他们的想法，” 菲什说。</p>
<p>这就是为什么他说那些清晨的会议如此有价值，他的学习远远超出了伤害统计和安全简报。</p>
<p>菲什说，他了解到波士顿的生产力在冬季月份骤降的原因。他无法理解冬季和夏季之间会有如此大的差异，但在零下的温度下，手脚都冻得发麻的经历完全改变了他的看法。他表示，这种问题在公司办公室可能只会表现为数据波动，但在冰雪覆盖的垃圾和回收箱的路线上行驶后，变得更加清晰和有意义。</p>
<p>“如果路上有冰雪，或者垃圾桶被冰封，那就会有很大的区别，” 菲什说。“这听起来很简单，但我在公司办公室时并没有完全理解，直到我真正走到现场。”</p>
<p>另一个重要的学习来自于目睹废品管理公司员工的多样性，并进行小的调整以确保员工得到清晰的信息。</p>
<p>在访问罗德岛的一个地区时，该地区约 95% 的住宅业务司机是波多黎各人或多米尼加人，菲什参加了凌晨 1 点的简报。菲什承认，该业务线的安全结果相当 “糟糕”，他想了解原因。他注意到大多数工人会说英语，但他们的母语是西班牙语。那里的经理不会说西班牙语，因此他请另一位司机为他翻译安全信息。</p>
<p>菲什决定考虑提拔一位想要成为经理的双语员工。公司最终将这位司机提拔为经理。</p>
<p>“神奇的是，或者说并不神奇，他们的安全结果立即好转，” 菲什说。“翻译中有些东西被遗漏了。”</p>
<p>这一变化还解决了一个无意中传达给工人的信号，即他们可能永远没有机会在公司晋升，因为他们是以西班牙语为母语的人。他表示，传达的无意信息是，那里的经理可能永远都是 “像吉姆这样的白人”，而菲什也一直在努力提高自己的西班牙语水平。</p>
<p>明确解决这一叙述改善了安全结果，并使人们有信心申请他们之前可能认为自己不合格的职位。他表示，公司还在现场雇佣了一名员工教授西班牙语，以便其他工人能够进行交流。</p>
<p>“他们的安全结果绝对好转，我认为这绝对不是巧合，” 他说。“翻译中没有任何东西被遗漏，司机们再也不能说，‘我不明白我的经理在说什么’，因为经理用英语和西班牙语两种语言进行沟通。”</p>
<p>废品管理公司在现场聘请的双语经理成为了公司最优秀的员工之一，Fish 说道。不幸的是，他因心脏病去世，Fish 表示，但他从司机一路晋升到路线经理、地区经理，最后成为高级地区经理。如果他没有不幸去世，他可能还会继续晋升。Fish 提到，这位经理还被特别选中与妻子一起参加前 200 名员工的夏威夷丽思卡尔顿之旅。</p>
<p>最终，在 Fish 看来，公司核心以及废品管理与竞争对手的区别在于关键的现场层面，而不是高管层。更好地理解员工及其如何提高生产力和效率，最好的方式是每个月在他职业生涯早期的艰苦清晨亲自到场。</p>
<p>“我知道我的职位很重要，但我并不比公司里的其他人更重要，” Fish 说道。“我不是更好的员工或更好的父亲……我们只是处于不同的职位层级。”</p>
<p>这个故事最初刊登在 Fortune.com 上。</p>

废品管理

<p>吉姆·菲什（Jim Fish），废品管理公司的首席执行官，强调了运营安全的重要性，参加清晨的安全简报会以与员工建立联系。该公司旨在每年将其总可记录伤害率降低 3%，目标是到 2030 年达到 2.0 的总可记录伤害率（TRIR）。菲什认为，安全投资可能不会立即带来财务回报，但从长远来看将使公司受益。废品管理公司市值为 900 亿美元，拥有超过 60,000 名员工，是美国和加拿大最大的垃圾和回收服务提供商</p>

<p>For a night owl like Waste Management CEO Jim Fish, waking up for 1 a.m. safety briefings could make for a brutally long day. But Fish did it because his late father-in-law, a union pipefitter, told him if he showed up to those meetings—not just once, but regularly—he would learn a lot and build a rapport with line workers.</p>
<div class="lb-trans"><p>对于像废品管理公司首席执行官吉姆·菲什这样的夜猫子来说，凌晨 1 点的安全简报可能会让一天变得异常漫长。但菲什之所以这样做，是因为他的岳父，一位工会管道工，告诉他如果他能定期参加这些会议——不仅仅是一次——他将学到很多东西，并与一线工人建立良好的关系。</p>
</div><p>Fish’s father-in-law hit the nail on the head.</p>
<div class="lb-trans"><p>菲什的岳父说得非常正确。</p>
</div><p>“It was so valuable to me in terms of learning the business and learning the people,” Fish told <em>Fortune</em>. “Part of what I learned—I was always a finance guy—was that it’s not always just dollars and cents.”</p>
<div class="lb-trans"><p>“这对我来说在学习业务和了解人方面是非常有价值的，” 菲什对《财富》杂志说。“我所学到的一部分——我一直是个财务人员——是这不仅仅是金钱和分数的问题。”</p>
</div><p>Waste Management has named safety as a cornerstone of the company’s operations and has set a goal to reduce its total recordable injury rate (TRIR) by 3% annually with a TRIR target of 2.0 by 2030. If the company hits the target, that means workers would have suffered two recordable injuries per 100 employees per year or per 200,000 hours worked. Last year, the company reduced overall injuries by 5.8%, according to its sustainability report, and lost-time injuries by 2.4%.</p>
<div class="lb-trans"><p>废品管理公司将安全视为公司运营的基石，并设定了到 2030 年将其总可记录伤害率（TRIR）每年降低 3% 的目标，TRIR 目标为 2.0。如果公司达成这一目标，这意味着每 100 名员工每年或每 20 万小时工作中将发生两起可记录的伤害。根据其可持续发展报告，去年该公司整体伤害减少了 5.8%，失时伤害减少了 2.4%。</p>
</div><p>“You make investments in safety or investments in people and they don’t necessarily show up on the bottom line—at least not immediately,” Fish said. “Safety tends to show up in longer terms, and if you do have a safe organization, that will eventually show up on your income statement—but it takes a while.”</p>
<div class="lb-trans"><p>“你在安全或员工身上进行投资，这些投资不一定会立即反映在财务报表上，” 菲什说。“安全往往在长期内显现出来，如果你确实有一个安全的组织，这最终会在你的收入报表上体现出来——但这需要时间。”</p>
</div><p>Waste Management, with $22 billion in revenue in 2024, is the U.S. and Canada’s largest provider of trash and recycling transfer and disposal services. With a market cap of about $90 billion, the Houston, Tex.-based company counts more than 60,000 employees. Fish, 63, has served as president and CEO since November 2016 but has been with the company for two decades. Prior to taking the top job, Fish held roles including chief financial officer, senior vice president of the eastern group, and area VP for Pennsylvania and West Virginia.</p>
<div class="lb-trans"><p>废品管理公司在 2024 年的收入为 220 亿美元，是美国和加拿大最大的垃圾和回收转运及处置服务提供商。该公司市值约为 900 亿美元，总部位于德克萨斯州休斯顿，员工超过 6 万人。63 岁的菲什自 2016 年 11 月以来担任总裁兼首席执行官，但他在公司工作了二十年。在担任首席执行官之前，菲什曾担任首席财务官、东部集团高级副总裁以及宾夕法尼亚州和西弗吉尼亚州的区域副总裁等职务。</p>
</div><p>Up until halfway through his time as CFO, Fish would go out about every four to six weeks and haul trash with crews—generally about every time he went to a middle-of-the-night safety meeting. Eventually, the board told him they weren’t crazy about the idea of him throwing trash, but he could still ride along in the trucks with workers. Now, Fish said he visits about 20 to 30 sites a year, and takes about five to 10 trips to ride along with drivers. He tells them any subject is fair game, including sports, politics, safety, or pay, but they have to make sure to chat because Fish might fall asleep otherwise.</p>
<div class="lb-trans"><p>在担任首席财务官的前半段时间，菲什每四到六周就会和团队一起去拉垃圾——通常是在他参加午夜安全会议的时候。最终，董事会告诉他，他们不太喜欢他扔垃圾的想法，但他仍然可以和工人一起乘坐卡车。现在，菲什表示他每年访问约 20 到 30 个地点，并进行约 5 到 10 次与司机一起乘车的旅行。他告诉他们任何话题都可以讨论，包括体育、政治、安全或薪酬，但他们必须确保聊天，因为否则菲什可能会睡着。</p>
</div><p>“Most drivers are a little nervous when I get in the cab but after about 10 minutes they kind of loosen up and tell me what they’re thinking,” said Fish.</p>
<div class="lb-trans"><p>“大多数司机在我上车时有点紧张，但大约 10 分钟后，他们就会放松下来，告诉我他们的想法，” 菲什说。</p>
</div><p>That’s why, he said, those early morning meetings were so valuable, and his learnings went far beyond injury stats and safety briefings.</p>
<div class="lb-trans"><p>这就是为什么他说那些清晨的会议如此有价值，他的学习远远超出了伤害统计和安全简报。</p>
</div><p>He picked up on why Boston’s productivity plummeted during winter months, said Fish. He couldn’t see why there would be such a difference between winter and summer but then going out in below-zero temperatures where his hands and feet were freezing changed his mind completely, he said. It’s the kind of issue that might only show up as a data fluctuation in a corporate office but becomes clearer and more meaningful after riding through icy routes covered with snow-engulfed trash and recycling cans.</p>
<div class="lb-trans"><p>菲什说，他了解到波士顿的生产力在冬季月份骤降的原因。他无法理解冬季和夏季之间会有如此大的差异，但在零下的温度下，手脚都冻得发麻的经历完全改变了他的看法。他表示，这种问题在公司办公室可能只会表现为数据波动，但在冰雪覆盖的垃圾和回收箱的路线上行驶后，变得更加清晰和有意义。</p>
</div><p>“It makes a huge difference if there’s ice and snow on the road or if the can is iced in,” said Fish. “And that sounds kind of simple, but it wasn’t something that I really, fully even understood sitting in a corporate office until I actually went out into the field.”</p>
<div class="lb-trans"><p>“如果路上有冰雪，或者垃圾桶被冰封，那就会有很大的区别，” 菲什说。“这听起来很简单，但我在公司办公室时并没有完全理解，直到我真正走到现场。”</p>
</div><p>Another key learning came from witnessing the diversity of Waste Management’s workforce and making small tweaks to make sure employees were clearly informed.</p>
<div class="lb-trans"><p>另一个重要的学习来自于目睹废品管理公司员工的多样性，并进行小的调整以确保员工得到清晰的信息。</p>
</div><p>While visiting a district in Rhode Island where about 95% of the drivers in the company’s residential business line were either Puerto Rican or Dominican, Fish attended a 1 a.m. briefing. The safety results in that line of business were pretty “terrible,” Fish admitted, and he wanted to understand why. He picked up on the fact that most of the workers spoke English but their first language was Spanish. The manager there didn’t speak any Spanish, so he used another driver to translate for him while he delivered safety information.</p>
<div class="lb-trans"><p>在访问罗德岛的一个地区时，该地区约 95% 的住宅业务司机是波多黎各人或多米尼加人，菲什参加了凌晨 1 点的简报。菲什承认，该业务线的安全结果相当 “糟糕”，他想了解原因。他注意到大多数工人会说英语，但他们的母语是西班牙语。那里的经理不会说西班牙语，因此他请另一位司机为他翻译安全信息。</p>
</div><p>Fish decided to look into promoting somebody from the district who wanted to be a manager—and who was bilingual. The company made the promotion to a driver.</p>
<div class="lb-trans"><p>菲什决定考虑提拔一位想要成为经理的双语员工。公司最终将这位司机提拔为经理。</p>
</div><p>“Magically, or probably not magically, their safety results turned around immediately,” said Fish. “There was something being lost in the translation.”</p>
<div class="lb-trans"><p>“神奇的是，或者说并不神奇，他们的安全结果立即好转，” 菲什说。“翻译中有些东西被遗漏了。”</p>
</div><p>The change also addressed an inadvertent signal that was being sent to workers, which was that they might never have an opportunity to move up in the company because they were native Spanish speakers, he said. The inadvertent message was that the managers there would likely always be “a white guy like Jim,” said Fish, who has also been working regularly on his Spanish.</p>
<div class="lb-trans"><p>这一变化还解决了一个无意中传达给工人的信号，即他们可能永远没有机会在公司晋升，因为他们是以西班牙语为母语的人。他表示，传达的无意信息是，那里的经理可能永远都是 “像吉姆这样的白人”，而菲什也一直在努力提高自己的西班牙语水平。</p>
</div><p>Explicitly addressing that narrative improved safety results and empowered people to apply for positions they might not have thought they were qualified for previously, he said. The company also hired someone at the site to teach Spanish to other workers so they could become conversant.</p>
<div class="lb-trans"><p>明确解决这一叙述改善了安全结果，并使人们有信心申请他们之前可能认为自己不合格的职位。他表示，公司还在现场雇佣了一名员工教授西班牙语，以便其他工人能够进行交流。</p>
</div><p>“Their safety results absolutely turned around and I don’t think that was a coincidence at all,” he said. “Nothing was lost in translation anymore and the drivers couldn’t say, ‘Well, I didn’t understand what my manager was saying’ because the manager was saying it in both English and Spanish.”</p>
<div class="lb-trans"><p>“他们的安全结果绝对好转，我认为这绝对不是巧合，” 他说。“翻译中没有任何东西被遗漏，司机们再也不能说，‘我不明白我的经理在说什么’，因为经理用英语和西班牙语两种语言进行沟通。”</p>
</div><p>The bilingual manager Waste Management hired at the site became one of the company’s best, said Fish. He unfortunately passed away from a heart attack, said Fish, but he continued up the ladder from driver to route manager, district manager, and then senior district manager. He likely would have continued moving up if he hadn’t tragically passed away. Fish noted the manager was also singled out to go on a trip for the top 200 employees to the Ritz Carlton in Hawaii with his wife.</p>
<div class="lb-trans"><p>废品管理公司在现场聘请的双语经理成为了公司最优秀的员工之一，Fish 说道。不幸的是，他因心脏病去世，Fish 表示，但他从司机一路晋升到路线经理、地区经理，最后成为高级地区经理。如果他没有不幸去世，他可能还会继续晋升。Fish 提到，这位经理还被特别选中与妻子一起参加前 200 名员工的夏威夷丽思卡尔顿之旅。</p>
</div><p>Ultimately, in Fish’s view, the core of the company and where Waste Management differentiates itself from competitors, is at the critical field level—not the C-suite. Better understanding the workforce and how it can be more productive and efficient could best be gleaned by showing up to the grueling early mornings every month early in his executive career.</p>
<div class="lb-trans"><p>最终，在 Fish 看来，公司核心以及废品管理与竞争对手的区别在于关键的现场层面，而不是高管层。更好地理解员工及其如何提高生产力和效率，最好的方式是每个月在他职业生涯早期的艰苦清晨亲自到场。</p>
</div><p>“I know my title is important, but I’m not more important than anybody else at this company,” said Fish. “I’m not a better employee or better father… we just have different level positions.”</p>
<div class="lb-trans"><p>“我知道我的职位很重要，但我并不比公司里的其他人更重要，” Fish 说道。“我不是更好的员工或更好的父亲……我们只是处于不同的职位层级。”</p>
</div><p>This story was originally featured on Fortune.com</p>
<div class="lb-trans"><p>这个故事最初刊登在 Fortune.com 上。</p>
</div>

市值 900 亿美元的废品管理公司的 CEO 曾亲自搬运垃圾，并参加凌晨 1 点的安全简报会——‘这不仅仅是金钱的问题’