"You have to be very careful about this," he says. "We had to have a crisis moment, if you will, that everybody felt, and you don't want to keep going back to this well all the time. When we made the beaker goal, it established immense trust with the workforce. Leadership made a promise, and fulfilled it."
Now Newton is trying to build on the success of the beaker by getting employee buy-in on achieving eight organizational goals.
"When I introduced them, I walked through why each one was important, and I also said this is not about holding back merit raises, or layoffs, this is what we need to do for organizational success. We're building on that culture and the importance of being an advocate for the organization. Your livelihood depends on the success of this organization. If you get a paycheck, your job is to advocate and support and help us grow."