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