Episode Details

What I learned from reading Big Brown: The Untold Story of UPS by Greg Niemann. 

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Casey pursued a Spartan business philosophy that emphasized military discipline, drab uniforms, and reliability over flash.

I had heard stories about the company's tireless founder. He was a living legend. Jim Casey started working from the age of eleven to support a family of five.

Casey began at the bottom. He speedily delivered messages and packages on foot. Casey learned about efficiency by doing.

Seconds saved become minutes over the day and a few minutes each day mean big dollars.

To outsiders the UPS regime has always seemed excessive.

People have always bought more than they could carry, and a hundred years ago they had no cars to help them out. When Jim Casey and his partners began their delivery service, it served only department stores, and the UPS role was to complete the stores' retail transactions.

Humility was one of Jim Casey's most strongly held values.

Our real, primary objective is to serve. To render perfect service to our stores and their customers. If we keep that objective constantly in mind, our reward in money can be beyond our fondest dreams.

Service is the sum of many little things done well.

Good management is taking a sincere interest in the welfare of the people you work with. It is the ability to make individuals feel that you and they are the company–not merely employees of it.

Jim Casey watched the streets carefully. He watched movement. He watched what people sold and what people bought. He was an eternal puzzle solver, his mind constantly preoccupied by every sensory detail involving his core business, packages. He gravitated to them, mesmerized by how they were wrapped and how they were delivered.

When traveling between meetings Casey would frequently tell his driver to stop when he saw a UPS delivery in progress. Without identifying himself, Casey would ask UPS drivers what they thought of their job. He'd listen carefully and consider their answers seriously. These informal "man on the street" interviews became an invaluable way for him to assess the efficiency of UPS delivery operations in a way that a UPS manager's filtered version could not.

Jim Casey's office was a small stark room, occupied only by a desk, several chairs, and a coat tree. His door was never closed.

His answer for sluggish layers of management was decentralization, and his attitude toward employees was an unwavering belief in and respect for the individual.

Money and prestige did not push him. Excellence did.

Casey's personal code was discipline.

Hardly a shining star, Jim Casey was more a steadily burning flame.

Distill Jim Casey's lifelong message to its essence and you get: Neatness, humility, frugality, dependability, safety, strong work ethic, integrity.

This unassuming ascetic with an iron will based his company and his every move on ethics that he learned as a child. Jim Casey's parents greeted hardship with grit and ingenuity.

Jim was by then old enough to apprehend his parents' mounting anxiety, to understand that his father was not healthy by comparison with other men. The worried atmosphere undoubtedly had effect.

At the end of the nineteenth century, the number of American children in the workforce reached staggering proportions. Over two million children worked in mines, factories, and sweatshops, many in appalling conditions.

For the Caseys, there was no alternative. It was critical. With two younger brothers to protect and a mother and an ailing father to support, eleven-year-old Jim Casey had developed a maturity that belied his age. His family was in precarious straits, and it was up to him to solve the problem.

He worked more than