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Listen to hear how Ericsson’s workplace culture was transformed by a cleaner, and the lessons this brings in empowerment and initiative.

In Episode 254, Shawn shares a story from inside telecommunications giant Ericsson. It’s a story that begins with a long queue for the microwave in the Iranian office and ends with a cleaner named Fatima transforming lunch breaks—and workplace culture—with a pot of fresh rice.

This story is a reminder that innovation and initiative can come from anywhere, not just from management.

Mark and Shawn explore themes of empowerment, engagement, and the sensory richness that makes stories about food so effective.

This story is perfect for use in discussions around employee engagement, leadership, and encouraging bottom-up innovation.

For your story bank

Tags: Empowerment, Leadership, Employee engagement, Workplace culture, Culture, Initiative, Storytelling

This story starts at 0:30

In Ericsson’s Iran office, there was a common lunchtime frustration—only one microwave for a large number of employees. In Iranian culture, lunch is an important hot meal, typically enjoyed together. With so many staff and just one microwave, long queues would form, causing delays and reducing the quality of what should have been a social, enjoyable break.

Management noticed the issue and decided to act. After some discussion, they opted for a straightforward solution: buy a second microwave. While this added some capacity, it didn’t truly solve the problem. The queues simply became two parallel lines instead of one long one. The lunchtime congestion continued, and the overall experience remained subpar.

Then, an unexpected suggestion came from Fatima, a long-serving cleaner at the office. She proposed that if the company bought a cooking pot, she would prepare fresh rice and meals daily for staff. In Iranian culture, freshly cooked rice is an essential part of the midday meal—something a microwave can’t replicate.

They accepted her offer, and soon after, Fatima began cooking. She even started handing out small handwritten menus for staff to choose their meals. Her food turned out to be delicious and popular. Employees could now receive hot, freshly made meals quickly, and enjoy their break with colleagues without the stress of a queue.

The ripple effects were powerful. Engagement soared. Fatima’s meals created a shared experience that brought people together, strengthened workplace culture, and provided a simple pleasure in the workday. On top of that, Fatima herself earned extra income, giving her a meaningful side hustle that benefited her family.