Bob Chapman, CEO of Barry-Wehmiller, explains how he built a $3.6 billion company by placing human dignity at the center of leadership. He describes the moment he recognized that "our history does not give us the future that we deserve," and how this led to a disciplined focus on balance, diversifying customers, industries, and technologies to create a stable enterprise.

Bob recounts the insight that reshaped his philosophy: every team member is "somebody's precious child," and leadership is stewardship, not control. Caring, in his view, is an economic principle: "The greatest act of charity is how you treat the people you have the privilege of leading."

Key insights include:

The role of business-model design in protecting people,
Why pricing should reflect market value rather than internal cost,
How trust and relationships outperform transactional approaches, and
Why growth often emerges from navigating adversity

Chapman argues that today's crisis is not financial but a "poverty of dignity," and calls for leaders to build organizations where people know they matter.