Put the big picture first. In most situations, I can’t believe shared leadership being a formula for success. If you try to make it work, you have to make sure that the two leaders
are on same page [and that] they’re more interested in the company than in themselves. It’s not that their decision has to be the one that stands to prove that they’re smarter than the other guy. It’s what’s best for the company.
What I look for in a vice president is that same passion. I want someone who’s going to do what’s best for company. If what’s best for the company is their decision, great. If it came from me originally, fine, they accept that. If it came from a customer service rep, an hourly employee, which a lot of our policies and procedures do, everybody’s got to accept what’s best for the company.
We repeat it at every meeting that we have, every store visit. That’s something that we bring up: ‘This store is not my store; this is your store.’ You’re just one spoke in the PLS wheel. We’ve branded ourselves in the last four or five years. We’re referred to as PLS and not Bob and Dan Wolfberg, even in our industry.
The brand gives the company a personality, gives it a life of its own. You’ve got to focus on the company, not yourself. Every time you have a meeting, refer to the company as PLS. Don’t say, ‘me’ or ‘my’ or ‘I’; it’s ‘us’ and ‘our’ and ‘we.’
Expand your family — but not too much. In the corporate office, we have about 120 employees. As we’ve grown, I don’t know everybody, but I walk around the office and I’ll say hello to people in hall. If the first conversation is very nonintimidating, then that leaves the door open.
If a team member has a baby, we give a onesie to the family. We’ll send flowers if somebody has a child in the hospital. Call them up: ‘How are things doing? If there’s anything you need, let us know.’ We make it personal. Every time we see somebody, we engage them. I’ve got a pretty good idea of how many kids most people in the office have and a lot of the store managers.
You’ve got to treat people like people. No matter what level they are, they’re still people. And people need to feel like they’re important, valuable. Whether they work for you or they’re on the street or they’re your neighbors, they’re still people, and they need to be
treated that way.
You can’t let people get too close. It’s part of my family, but we’re not having barbecues
together with your family and my family. Keep the relationship professional because it is
business.
HOW TO REACH: PLS Financial Services Inc., (312) 491-7300 or www.plsfinancial.com
