| The constant struggle to get people to want | | | | the views and ideas of the recipient, then he |
| to work for you is an enigma most business | | | | can design something that will elicit a reach |
| owners wrestle with. I have isolated | | | | - a call or an order, etc. This principle |
| successful methods through growing my | | | | also applies to employees. "American Mary" |
| multi-million dollar company from the ground | | | | could not work with a certain person in my |
| up. In my experience it all comes down to | | | | company because he would not tolerate her |
| how you want to be treated. I was raised in | | | | slowness. He couldn't or wouldn't understand |
| a lovey-dovey family where my parents wanted | | | | what it was like to be her. So, he barked |
| me to feel great about myself. Maybe it is | | | | his orders as fast as he usually did and he |
| because I was raised Jewish and all Jewish | | | | got nowhere. On the other hand, I would just |
| mothers think their children are superior - | | | | "Be" her. I'd slow it down, be really kind, |
| who knows... Whatever the reason, I grew up | | | | maybe draw a map for her even if she had been |
| hearing and believing I could do | | | | there five times before...and she would do |
| anything.That kind of confidence instilled in | | | | anything for me. And she'd make sure she'd |
| me led me to believe that I could instill | | | | do a perfect job if she knew it was for me. |
| that confidence in others. When I first | | | | Even today, she still calls me from Europe |
| started out I could not afford to hire | | | | every now and then just to say hello.Ask Not |
| expensive help and found the most successful | | | | What I Can Do For You...It all comes down to |
| type of personnel for my business were young, | | | | the point of exchanging properly with an |
| inexperienced adults in their late teens that | | | | employee; and that's a tough one to balance. |
| had an abundance of willingness. And I do | | | | The person has to bring in a return to the |
| mean an abundance of it - in my viewpoint, | | | | company. With my employees and my |
| there is no better commodity.A Little Bit | | | | executives, I start at what I can afford to |
| Goes a Long WayMy Senior Vice President over | | | | pay them. I provide them an atmosphere where |
| Operations and Quality Control who now | | | | they can prosper by giving them the freedom |
| manages six other executives and a colossal | | | | to do the job themselves - always observing |
| number of employees was only 19 years old | | | | that they have the willingness as the biggest |
| when she started with me. Now she is 27. | | | | factor. In the initial interview process, I |
| She had that willingness, but virtually no | | | | tell them the truth: "I expect the world. |
| experience. I recall then that she wanted | | | | You are expected to give 110% and take pride |
| $10.00 per hour. I would only give her $9.00 | | | | in a job well done. You give to me first and |
| but I gave her an incentive - to prove to me | | | | then I'll exchange back with you." And I do. |
| she was worth it before I consented to that | | | | I demand a lot. And when they deliver and |
| kind of pay (which was a lot of money to me | | | | go above and beyond what I expect, I give |
| at the time). She did so well that I gave | | | | back to them over and above what they expect. |
| her $11.50 per hour within two weeks of her | | | | It's that circle of life concept I was |
| hire date.That little bit extra that I did | | | | talking about earlier.Another example of how |
| went a long way. She took notice and she | | | | to apply this is to spread their accolades |
| consistently proved to me that she could do | | | | through word of mouth. I don't ever plan |
| even more. That was the first time I noticed | | | | this; I just may be talking to my PR about |
| that rewarding your employees for hard work | | | | one of my designers and I just say how great |
| really paid off. Today, she makes a | | | | that designer is doing - and guess what? |
| six-figure income and earns every penny.I | | | | Next thing you know that designer has heard |
| love to validate and reward the staff - it is | | | | about it. That really does something for the |
| a driving force of mine in my company. We | | | | person you are praising. They know you think |
| have an "employee of the month" that gets | | | | they are great at their job and that really |
| company recognition and a designated parking | | | | makes them want to work even harder for |
| space as well as an "employee of the year" | | | | you.Loyalty Pays OffThe President of my |
| that gets a three-day trip to the Big Apple, | | | | company, Jennifer Custer, is a gem. I recall |
| plus spending money. Not to mention the | | | | one day her mother asking me what the gross |
| runner up gets no short shrift. And my | | | | income was for the week. She said she wanted |
| employees work their tails off for those | | | | to know so she could predict what kind of |
| coveted prizes, but mainly for the pride they | | | | weekend she was going to have. I didn't |
| feel after doing so well. The stipulations | | | | understand - what did this have to do with |
| are that they go above and beyond the call of | | | | her weekend? I found out; Jenn was not fun |
| duty and really set great examples for the | | | | to be around when the company's revenue was |
| rest of the group. I've never seen such | | | | down. I learned from her mother that she |
| stellar work from staff at other companies | | | | wanted so badly to make it, for me and the |
| that don't acknowledge and don't reward - I | | | | company, that when she did not, she really |
| know because I used to work at them.More | | | | felt down. I never thought that she wore her |
| Freedom = More ResponsibilityA major factor | | | | duties that personally.To instill that kind |
| in increasing the responsibility level of the | | | | of loyalty you have to be loyal. When |
| employees is giving them more freedom and | | | | somebody flows me a lot of help in a |
| responsibility. If you do, they will own | | | | particular area, I never forget it, I never |
| their position. The best employees are those | | | | disconnect from that. I have someone that |
| that really take ownership of their position | | | | was with me that has been with me from the |
| and run it like it was their very own | | | | beginning. She was a "Doubting Thomas" and |
| company. You may think that it is a bit | | | | would comment behind my back that I "sure had |
| precarious to let someone run their area like | | | | a big pipe dream in regards to growing the |
| it was their own company because what if they | | | | company." But she was really good at her |
| took it way off course from what you had | | | | post - her division does a lot of production |
| designed where that organization would go? | | | | in that area and she runs it well. They are |
| Well, I found that the more freedom I gave my | | | | result driven and have deadlines that would |
| executives to do the job the way they thought | | | | even try the patience of Job. It would have |
| it should be done based on their | | | | been hard to replace her, plus she had been |
| understanding of the company's goals, they | | | | with me so long. Once my President found out |
| became even better at what they did. That | | | | that she was negating my dreams to others, |
| really opened my eyes. It was like the | | | | she addressed it and that person never did it |
| circle of life - they would do better and | | | | again. But I never held onto that as a |
| better to warrant the responsibility I had | | | | grudge. In fact, I ended up giving her a |
| given them.Another manager of mine is a great | | | | raise above what her position was worth in |
| example of this. When she first came to work | | | | our geographical area. In my opinion, she |
| for me, she didn't necessarily make me feel | | | | had warranted it - the good she constantly |
| confident that she could do the job - but she | | | | did surely outweighed her verbal negativity. |
| sure was willing. And I have a philosophy | | | | She was with me a long time and truly |
| about just throwing them in and seeing if | | | | developed her area. I never disconnected |
| they can make it go right or die trying.She | | | | from her because she helped me, despite her |
| impressed me. She did a great job over and | | | | verbal transgression. Not only did she make |
| over again. I couldn't help but acknowledge | | | | amends for what she has ever said about me, |
| and validate her. She was only 18 years old | | | | she would never naysay me or my company |
| when she started working for me and I was so | | | | again, and now she'll probably never leave |
| amazed how well she did her job - she was | | | | me. So always take a look at what the staff |
| neat, tidy, systematic and never made | | | | member DOES (as opposed to says), regardless |
| mistakes - so I told her how great she was | | | | of the apparency.Lastly, I think it's |
| all the time. The end result? This shy girl | | | | important and warrants mentioning that I want |
| just blossomed into one of my fifteen | | | | my employees to enjoy their time here at |
| executives who has several subordinates and | | | | work. I've had a few jobs where I hated |
| runs a tight ship.So, I learned that the way | | | | going in to work in the morning and couldn't |
| I should treat people is the way I like being | | | | wait until the end of the day. Although I've |
| and have been treated. I know it's the | | | | learned that ultimately I am responsible for |
| Golden Rule that many of us have heard or | | | | my condition in life - at work and at home - |
| read, but I learned to apply this in regards | | | | I could also notice things that existed in |
| to staff and it works well for me. I grew up | | | | the workplace that were surely less than |
| knowing that it works from the recipient end. | | | | optimum. I wished that there was some person |
| I used it later in business and learned how | | | | to tell, someone that would listen and be |
| much it really empowers others when you tell | | | | able to do something about it. You need to |
| them they can - it becomes instinctive. | | | | make sure that your executives and employees |
| Application of that in the corporate world | | | | know you are their friend and know that you |
| brings out the natural abilities of the | | | | genuinely care about them. You will build a |
| people you bestow that confidence in. Their | | | | juggernaut like I have and your executives |
| abilities really start to shine through.I | | | | will carry forward your ideals to the rest of |
| remember another girl that worked in my | | | | your crew.Joy Gendusa founded PostcardMania |
| company in the early days. We'll call her | | | | in 1998, her only assets a computer and a |
| "American Mary" (she chose that nickname | | | | phone. By 2005 the company did over $12 |
| herself) even though that's not her name. | | | | million in sales, employed over 100 people |
| She wasn't a real fast duplicator or speedy | | | | and made Inc. Magazine's prestigious Inc 500 |
| at comprehending; but I learned that if I | | | | List as the one of the 500 fastest growing |
| wanted to work with her, I had to, in | | | | companies in the nation. She attributes her |
| essence, "Be" her. Incidentally, a marketing | | | | explosive growth to her ability to choose |
| principle that helps a graphic designer | | | | incredible staff and her innate marketing |
| attain a better idea of what kind of design | | | | savvy. As an Expert Author, she is always |
| will "pull" (get responses) for a totally | | | | willing to share her marketing advice through |
| alien industry to that said designer is to | | | | articles, interviews and speaking |
| learn to "Be" the recipient of the direct | | | | engagements. |
| mail piece. Once someone learns to assume | | | | |