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A 65-person engineering firm shares monthly financials and key performance indicators openly with all staff and profits are shared with all employees based on meeting those company-wide goals. The CEO does so, because it is profitable for the company, not because it is the moral or “right thing” to do.
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The owner of a building company carries the title of “Company Steward” and after 30 years, attributes success to the practice of having the 60 “entrepreneurs” run the company. For example, hiring decisions are delegated to the teams that will work with the new hire. And leadership of these teams rotates regularly to give employees experience in leading.
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A 150-person manufacturing company with a compounded growth rate of over 20% since the 1980’s develops customers who value a high quality product and are willing to pay for it. In return, the manufacturer provides excellent customer service and its employees are well-compensated. The end result is often a long-term relationship built on trust and loyalty.
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