With the obvious exception of his single-purpose goal of a cheap car for the masses, a set policy was next to impossible with him. It was impossible because by nature he was an experimenter.

Machines do not eliminate jobs; they only make them easier—and create new ones.

He came close to wrecking the great organization he had built up. These were his defects. Taken by themselves, they were grave faults, and it might well be wondered how one could retain one’s self-respect and still serve such a man. But when weighed against his good qualities, his sense of responsibility, his exemplary personal life, and his

He could not make a speech. His few attempts to talk to a group of people were pitiful.

Ford knew when to give praise when it was due and when to make fair criticism when that was due. These are two of the strongest attributes of wise leadership, particularly when dealing with the imaginative and creative personalities so much needed in industry.

Another reason for my long tenure was that I minded my own business. Production—whether it was automobiles, tractors, aviation motors, or B-24 bombers—its planning, installation and supervision was a seven-days-a-week job. I had no time for the outside interests of Henry Ford which arose as he grew older. Labor matters were not in my province. I

It was not until I pointed out that we might set new standards in building them that I secured Henry Ford’s consent to make 4,000 Pratt & Whitney engines.

It was the great common sense that Mr. Ford could apply to new ideas and his ability to simplify seemingly complicated problems that made him the pioneer he was.

Many of the world’s greatest mechanical discoveries were accidents in the course of other experimentation. Not so Model T, which ushered in the motor transport age and set off a chain reaction of machine production now known as automation. All of our experimentation at Ford in the early days was toward a fixed and, then, wildly fantastic goal.