Here’s a shocking truth: the CEO of a $90 billion company once hauled trash and attended 1 a.m. safety briefings—not because he had to, but because he believed it was essential. But here’s where it gets controversial: Jim Fish, the CEO of Waste Management, argues that the heart of his company’s success isn’t in the boardroom—it’s in the trenches with the workers. And this is the part most people miss: it’s not always about dollars and cents. It’s about people, safety, and understanding the gritty details that spreadsheets can’t capture.
Fish’s journey to this realization began with a piece of advice from his late father-in-law, a union pipefitter, who urged him to show up regularly to those early-morning safety meetings. ‘It was so valuable,’ Fish told Fortune. ‘I learned that business isn’t just about finances. It’s about the people and the challenges they face every day.’ This hands-on approach became a cornerstone of his leadership, even as he climbed the corporate ladder from CFO to CEO.
Waste Management, the largest trash and recycling provider in the U.S. and Canada, has made safety a top priority. The company aims to reduce its total recordable injury rate (TRIR) by 3% annually, targeting a TRIR of 2.0 by 2030. Last year alone, they cut overall injuries by 5.8% and lost-time injuries by 2.4%. But here’s the catch: these investments in safety don’t always show up immediately on the bottom line. ‘Safety is a long-term play,’ Fish explains. ‘It takes time, but eventually, it pays off in ways you can’t ignore.’
For years, Fish went beyond the boardroom. Until halfway through his tenure as CFO, he would haul trash with crews every four to six weeks, often coinciding with his late-night safety meetings. Even when the board asked him to stop hauling trash, he continued to ride along with drivers, visiting 20 to 30 sites annually. These trips weren’t just photo ops—they were opportunities to connect with workers and understand their challenges. ‘Most drivers are nervous at first,’ Fish admits, ‘but after a few minutes, they open up. That’s when the real learning happens.’
One eye-opening experience came during a winter in Boston. Fish couldn’t understand why productivity dropped so sharply until he experienced the freezing temperatures firsthand. ‘It’s one thing to see data in an office,’ he says, ‘but it’s another to feel your hands and feet numb while navigating icy routes.’ Another lesson came in Rhode Island, where a district with predominantly Puerto Rican and Dominican drivers struggled with safety. Fish discovered that language barriers were a key issue—the manager didn’t speak Spanish, and critical safety information was getting lost in translation.
Here’s where it gets even more controversial: Fish promoted a bilingual driver to a managerial role, and the safety results turned around immediately. ‘It wasn’t magic,’ he says. ‘It was about respect and clear communication.’ This move also addressed an unintended message: that native Spanish speakers had no path to leadership. By explicitly countering this narrative, Fish not only improved safety but also empowered employees to pursue roles they once thought were out of reach. The company even hired a Spanish teacher to help workers become conversant in both languages.
The bilingual manager Fish promoted became one of the company’s best, rising from driver to senior district manager before tragically passing away from a heart attack. ‘He would have gone even further,’ Fish reflects. ‘He was a testament to what happens when you invest in people.’
Fish’s philosophy is clear: the core of Waste Management’s success lies in the field, not the C-suite. ‘My title is important,’ he says, ‘but I’m not more important than anyone else here. We all have different roles, but we’re all part of the same team.’
Now, here’s the question for you: Do you think hands-on leadership like Fish’s is the key to a company’s success, or is it a risky distraction for a CEO? And how much should companies invest in safety and employee empowerment, even if the returns aren’t immediate? Let’s debate this in the comments—I want to hear your thoughts!
