Un trabajador del almacén de Amazon le pidió a Jeff Bezos que le ayudara con el pago. Así reaccionó Amazon

Creo que es importante que haya un jefe disponible.

Dejame darte un ejemplo. ¿Sabes cómo enviar un correo electrónico a Jeff Bezos? Como explico en mi libro electrónico gratuito Jeff Bezos no se arrepiente, Puede comunicarse con él directamente en jeff@amazon.com.

¿Hay alguna garantía de que responderá? Por supuesto no. Dicho esto, sé que la dirección funciona de primera mano porque asegúrese de enviar una nota con un enlace en cada artículo que escriba sobre Bezos (incluido este) solo para ver si tiene más comentarios.

Escuché algo exactamente una vez, de un asistente, claro, no del propio Bezos, pero lo tomé como una prueba decente de que estaba en vivo.

Pero si desea una mejor prueba, tome la experiencia de Tara Jones, quien trabajó en un almacén de Amazon en Oklahoma, le envió un correo electrónico a Bezos directamente sobre un problema con su pago y cambió la vida de muchos otros empleados de Amazon.

Resumamos la historia en caso de que no hayas visto esto.

Jones era una nueva mamá que estaba de licencia de Amazon después de dar a luz el año pasado, y notó una escasez salarial recurrente: alrededor de $ 90 de $ 540.

Según Amazon, se puso en contacto con Bezos y envió un mensaje a la dirección de correo electrónico jeff@amazon.com.

“Estoy atrasado en las facturas solo porque el equipo de pago lo echó a perder”, escribió, como se informó. New York Times. “Estoy llorando mientras escribo este correo electrónico”.

Esto es lo que sucedió a continuación.

  • Primero, Jones resolvió sus problemas salariales personales.
  • En segundo lugar, su mensaje a Bezos llevó a Amazon a abrir una investigación interna. La compañía descubrió que no solo Jones estaba mal pagado, sino también muchos otros empleados en hasta 179 otros almacenes.

La Sra. Jones no estaba ni cerca de estar sola. Durante al menos un año y medio, incluso durante períodos de ganancias récord, Amazon no había podido cuidar de los nuevos padres, pacientes que enfrentan crisis médicas y otros trabajadores vulnerables de vacaciones, según un informe confidencial sobre los resultados. Algunos de los cálculos salariales en sus instalaciones han sido incorrectos desde que abrió hace más de un año.

Bueno, no vengo aquí ni a elogiar a Amazon ni a enterrarlo.

Por un lado: sería claramente inaceptable que una empresa del tamaño de Amazon arruinara los salarios de los empleados de esa manera.

Por otro lado, es admirable para cualquier organización grande que los empleados, los clientes, realmente cualquier persona, puedan eludir la jerarquía burocrática normal y dejar que alguien en la cima sepa que algo anda mal.

De hecho, ya he escrito sobre el “método del signo de interrogación” que Bezos fue pionero en Amazon. Bezos aparentemente reenvía correos electrónicos problemáticos como el que recibió de Jones a otros en Amazon, redondeados con un solo carácter agregado en la parte superior: “?”.

“Es una abreviatura”, dijo una vez. “‘¿Puedes investigar?” ‘¿Por qué está pasando esto?’ “

Lo admito, me encanta la idea de que alguien en la nómina del almacén de Amazon Oklahoma reciba una notificación en su teléfono y vea un mensaje con un par de notas “FWD:” en la línea de asunto, y se dé cuenta de que termina como que es de Bezos y pregunta sobre el salario de Jones.

Amazon no pudo confirmar eso Exactamente cómo fueron las cosas, signos de interrogación y todo.

Independientemente, la empresa hizo todo lo posible para que cuando le pedí un comentario entendiera que “[a] Una gran parte de nuestra cultura es que las ideas (y por lo tanto las preocupaciones) pueden provenir de cualquiera ”, y que cualquier persona en Amazon puede encontrar la dirección de cada gerente de Amazon a través de un directorio publicado o un mecanismo que Amazon llama“ Herramienta de teléfono ”.

Sin embargo, en última instancia, no nos preocupa realmente si Amazon ha solucionado estos problemas o si tiene la oportunidad de estar a la altura del objetivo que Bezos formuló cuando estaba a punto de entregar el puesto de CEO a Andy Jassy a principios de este año: “Esforzarse por ser ‘el mejor empleador del mundo'”.

En cambio, nos preocupan las lecciones que usted, como líder, puede extraer y aplicar de los ejemplos de grandes empresas públicas como Amazon. Y yo Vea tres conclusiones clave:

  • Primero, si usted es el líder, es importante que las partes interesadas puedan comunicarse con usted directamente cuando sea necesario. Quizás sea una dirección de correo electrónico. Quizás comparte tu número de teléfono. Tal vez se trate de hacerle saber a la gente que siempre se le puede localizar en su oficina los martes por la mañana (o cuando sea) y que cualquiera puede acudir a usted sin una cita.
  • En segundo lugar, haga algo que el difunto Secretario de Estado y General Colin Powell aconsejó: “Revise las pequeñas cosas”. Las cosas pequeñas son importantes y se suman a las grandes. Un ejemplo perfecto es quitarle 90 dólares a un trabajador de almacén, informó Jones.
  • En conclusión, recuerde que el liderazgo no siempre se trata de evitar problemas, o incluso realmente se trata de resolver problemas. Más bien, una gran parte del liderazgo eficaz consiste en construir una cultura y pensar en cómo se sienten las personas a las que dirige sobre la forma en que maneja las cosas.

Para dar un ejemplo simple, Bezos no habría hecho nada para simplemente decirle a un asistente: envíe a la Sra. Jones un cheque por $ 5,000. Eso es mucho menos dinero del que ganaba Bezos mientras escribía esta frase.

Pero, ¿cómo se sentiría ella al respecto? ¿Qué les diría a los demás sobre los valores de Amazon? ¿Cuál es el sentimiento persistente que todos los involucrados se llevarían con usted?

Arreglar el déficit es clave, pero probablemente sea igualmente importante dejar respuestas emocionales tan positivas a las partes interesadas. Como líder eficaz, todo esto es parte de su trabajo.

Las opiniones expresadas aquí por los columnistas de Heaven32 son propias, no de Heaven32.

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Let's recap the story, in case you didn't see this.

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Jones was a new mom, out on leave at Amazon last year aHeaven32er giving birth, and she noticed a recurring shortfall in her pay: about $90 dollars out of $540.

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According to Amazon, she contacted Bezos, sending a message to the jeff@amazon.com email address.

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"I'm behind on bills, all because the pay team messed up," she wrote, as reported by the New York Times. "I'm crying as I write this email."

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Here's what happened next. 

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    t

  • First, Jones got her personal pay issues resolved. 
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  • Second, her message to Bezos prompted Amazon to launch an internal investigation. The company found that not only had Jones been underpaid, but many other employees had as well, at as many as 179 other warehouses.

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As the Times put it:

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Ms. Jones was far from alone. For at least a year and a half -- including during periods of record profit -- Amazon had been shortchanging new parents, patients dealing with medical crises and other vulnerable workers on leave, according to a confidential report on the findings. Some of the pay calculations at her facility had been wrong since it opened its doors over a year before.

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Now, I come here neither to praise Amazon nor to bury it.

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On the one hand: It would clearly be unacceptable for a company of Amazon's scope to mess up employee pay like this.

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On the other hand: It's admirable for any big organization to have in place a way that employees, customers -- anyone, really -- can go around the normal bureaucratic hierarchy and let someone at the top know that something is very wrong.

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In fact, I've written before about the "question mark method" that Bezos pioneered at Amazon. Bezos apparently forwards problem emails like the one he received from Jones to others at Amazon -- topped off with a single character added at the top: "?".

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"It's shorthand," he once explained. "'Can you look into this?' 'Why is this happening?'"

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I admit: I love the idea of someone in payroll at the Amazon warehouse in Oklahoma getting an alert on his or her phone, and seeing a message with a couple of "FWD:" annotations in the subject line--and realizing that it's ultimately from Bezos, asking about Jones's pay.

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Amazon couldn't confirm that this is exactly how things unfolded, question marks and all.

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Regardless, the company was eager for me to understand, when I asked for comment, that "[a] big part of our culture is that ideas (and therefore concerns) can come from anyone," and that anyone at Amazon can find the address for any Amazon executive, via a published directory or mechanism that Amazon calls, "Phone Tool."

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Ultimately, however, our concern here isn't really about whether Amazon has fixed these issues, or whether it has a chance at living up to the goal that Bezos articulated as he prepared to hand over the position of CEO to Andy Jassy earlier this year: "Strive to be 'Earth's Best Employer.'"

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Instead, our concern is what lessons you can learn and apply, as a business leader, from the examples of big, public companies like Amazon. And, I see three key takeaways:

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    t

  • First, if you're the leader, it's important to have a way for stakeholders to reach you directly when needed. Maybe it's an email address. Maybe it's sharing your phone number. Maybe it's about letting people know that you will always be available in your office on Tuesday mornings (or whenever), and that anyone can come and see you without an appointment.
  • t

  • Second: Do something that the recently departed Secretary of State and General Colin Powell advised: "Check small things." Small things matter, and they add up to big things. Shorting a warehouse employee $90 as Jones reported is a perfect example.
  • t

  • Finally, remember that leadership is not always about preventing problems--or even, really, about solving problems. Rather, a big part of effective leadership is about creating culture, and thinking about how the people you lead will feel about the way you handle things.

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A simple example: It would have been nothing for Bezos simply to tell an assistant: Send Ms. Jones a check for $5,000. That's much less money than Bezos made in the time it took me to write this sentence. 

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But, how would that make her feel? What would it tell others about Amazon's values? What's the lasting feeling that everyone involved would take away?

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Fixing the shortfall is key, but leaving stakeholders with positive emotional reactions like this is probably just as important. As an effective leader, it's all part of your job.

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