Imagine a company town hall where frontline workers ask about capital allocation and middle managers offer ideas on long-term strategy. Or a supply chain team prompting resilience planning and employees at every level connecting their actions to value creation.For many CEOs, this kind of engagement might sound aspirational, but at Ingersoll Rand, it’s our reality.That wasn’t always my view of what leadership or engagement looked like. Early in my career, after completing a dual master’s degree at MIT, I too ...