Paul Starrett, a seasoned construction company leader, is on the brink of building what could be the tallest building in the world. He discusses the intense pressures of labor relations, as strikes and unrest loom over the project. Balancing his internal struggles with external challenges, he highlights the historical context of labor rights, drawing parallels with his own management practices. The rivalry with Chrysler adds another layer of intrigue as they both vie for architectural supremacy in New York, showcasing the fine line between ambition and kindness in the world of skyscrapers.
Paul Starrett prioritized fair labor practices and worker welfare, ensuring high morale and productivity amidst a challenging construction environment.
Facing a tight deadline and competition, Starrett's innovative approach, including a mooring mast for airships, showcased the value of creativity and collaboration.
Deep dives
The Challenges of Construction Leadership
Paul Starrett faced significant challenges as he prepared to undertake the construction of the tallest building in the world. Although he was excited about the potential prestige and profit associated with the project, he was acutely aware of the high stakes involved, particularly given the recent history of labor unrest in the construction industry. With a workforce larger than any he had previously managed, he feared that if labor relations soured, his project could fail. The looming reality of a tight deadline further intensified his anxiety, knowing that the success of the endeavor was far from guaranteed.
Lessons from the Pullman Strike
Starrett’s apprehensions about labor relations were rooted in historical incidents like the Pullman Strike of 1894, which had profound impacts on labor practices across the nation. The Pullman Company, under George Pullman, exploited his workers by controlling their living conditions and profits, leading to a major uprising. Starrett empathized with the workers’ plight, especially as he recalled witnessing the injustice firsthand during his formative years. This experience shaped his managerial approach and instilled in him a belief that treating employees fairly would be key to achieving success in his own construction efforts.
Implementing a New Approach to Efficiency Wages
To ensure high morale and productivity among his workers, Starrett adopted the concept of efficiency wages, offering better pay and working conditions than his competitors. He implemented several worker-friendly initiatives, such as providing substantial meals, safety teams on-site, and favorable working hours, ensuring that workers felt valued. This approach was unusual in an era where labor conditions were often harsh, leading to high turnover rates and accidents on construction sites. As a result, Starrett’s site experienced greater efficiency, innovation, and a solid commitment from the workforce to meet deadlines.
The Race to the Tallest Skyscraper
When Starrett learned that his key competitor, Walter P. Chrysler, was close to completing a skyscraper, he recognized the urgency to exceed expectations and secure the title of the tallest building. In response to Chrysler’s underhanded tactics to add a hidden spire, Starrett's team devised a brilliant plan to incorporate a mooring mast for airships, ensuring that their building would dominate the skyline. This quick thinking not only leveraged the high morale among his workers but demonstrated their commitment to collaboration and creativity. Ultimately, Starrett's blend of fair treatment and swift adaptation led to the successful completion of the Empire State Building, cementing his legacy in construction history.
Paul Starrett has just won a major building contract. If everything goes according to plan, this will be the tallest building in the world. But will everything go according to plan?
This prestigious new project will have Starrett's biggest workforce yet. Everyone will need to pull together, but labour relations in the United States have been rough. There have been tens of thousands of strikes in recent years, many ending in shootings and arbitrary mass arrests.
Something else is bothering Starrett too: enormous steel-framed buildings normally take three or four years to complete. The deadline on this one? Just thirteen months.
This is the second episode in a four-part series about how to succeed without being a jerk. It's based on David Bodanis' excellent book The Art of Fairness: The Power of Decency in a World Turned Mean.
For a full list of sources, see the show notes at timharford.com.