Worrying is Not a Business Plan

13 years ago

In your kitchen you probably have a spice or powder-filled container with a plastic top that has two tabs – one for pouring or spooning, and one for sprinkling. That top is most likely derived from the original Flapper my company invented.

Today there’s an entire line of Flapper products used by over 150 companies, including Durkee, Cremora, San Giorgio, Ronzoni, and McCormick. Thanks to that initial success, over the years I’ve been able to build a multimillion-dollar manufacturing company that provided me with the means to be a major philanthropist, endowing hospitals, universities, and charities that offer valuable help to thousands of people.

I tell you this not to brag, but to make the point that the tips I share with you in this article concerning leveraging adversity to reach new heights of professional success in a tough economy have stood the test of time.

These tips will help you stop worrying and start doing… Remember, when it comes to all types of adversity, taking positive action with the ideas you believe are the wisest at the moment, (knowing that things may change for the better or worse tomorrow), can’t help but lead to eventual success.

Management and Employee Success Are Intertwined

The first and fundamental rule of successful management through good times and bad is one that, tragically, that executives often forget: management and employee success are intertwined.

I can gauge the health of any business in the faces of the employees, for beyond all the mechanics of the place there is one truth: a viable business is a collective human endeavor. Indeed, much of what is wrong in a good deal of current business theory – and which has come to the surface now that times are hard – is the failure to recognize that the heart of any business beats to the rhythms of its employees.

The bottom line must not be profit, because profit can only come as a fruit of the health and dreams of the human endeavor the business represents. Management’s training and development responsibility, then, is to cultivate within the work place an environment which lends itself to creativity, dreams, and collective spirit larger than the sum of its paychecks and mechanical parts.

For example, at one of Weatherchem’s first staff meetings we discussed company benefits. As we knocked around ideas to promote productivity, commitment and creativity, the plant controller asked, “Why bother? People are like cattle. You can herd them any way you want.”

I fired him. Of the original handful of employees, he was the only one who did not stay. From that day forward I made sure everyone at Weatherchem understood my lifelong fundamental conviction: everyone deserves to be loved, respected and honored; we all win or lose together.

Make Collaboration With Employees Your Path To Success

It’s far better to collaborate. I’ve always preferred to plant seeds in other’s minds while they plant seeds in mine. Some germinate and some don’t. But those that do tend to sprout and bloom for me in wonderful ways.

So if your business is currently suffering, walk around and talk to all your employees. Ask: How can we improve this place? What’s wrong here?

I guarantee you will get more valuable information in just a few hours than you could possibly act upon in a year! Allow me to share with you a personal reminiscence to illustrate my point…

Fifty years ago at the age of 30, when I was working for my father at the Weatherhead Company, I sat down with the 15 members of the AFL-UAW Local 463 union negotiation committee led by its president, John Allar, to discuss the financial hardships we were suffering.

We were in a “helluva” pickle. Annual sales at the Cleveland plant were $9 million and we were down $2.7 million. I said to Allar, “Rather than be at each other’s throats as we sink, let’s work together, collaborate, and figure out how we’re going to get out of this mess…”

You know what? The Weatherhead Company and the union did get out of that mess – by working together.

To his day I don’t understand why Congress had the top executives of the auto industry come to Washington to participate in hearings, but didn’t call in a union negotiating committee from one, two or all three car companies. Why would Congress not want to hear the union side of things?

For that matter, why didn’t Congress have the smarts to invite a contingent of assembly line workers to share viewpoints from the factory floor? (Those hard-working, blue-collar folks would probably have put forth the most valuable testimony of all!)

The bottom line is that Congress and the Executive Branch may have comprehension of the problems facing the auto industry, but they don’t have practical knowledge on how to rectify what’s wrong.

You shouldn’t make the same mistake. Talk to your employees. Discover what’s running through their minds, and be sure to let them know what you’re thinking, and that you want their help because you’re all in the same boat.