Last fall, Tony Alexander started to take notice of the banking and credit issues that arose around the country, and he knew he needed to keep an eye on his organization.
“Then, as the economic impact began to be felt more and more by our customers in terms of auto sales, steel and the other heavy industries and manufacturing that we provide service to — as their businesses were affected, obviously our businesses were affected,” says Alexander, president and CEO of $13.6 billion FirstEnergy Corp.
Instead of sitting idly by, Alexander took action. Priorities were examined, budgets were scrutinized and expenditures were cut. The end result was a reorganization that resulted in laying off 335 of the company’s management and support staff.
But even though some of the changes were drastic, Alexander hasn’t changed his leadership style.
Whether the company laid off employees, maintained its current status or experienced growth, Alexander would still make his rounds and communicate with employees.
“I’m really not changing my schedule,” he says. “I think it’s important for people to see as much of [the] senior executives as they can. The whole team has been stepping up to the plate and spending more time in the field. So, I’m planning on doing about the same as what I’ve done in the past.”
Because employees are so important, keeping them informed is vital no matter the status of the economy.
“It’s the same benefit that exists any other time,” he says. “In my mind, our most important assets are our human assets — our people. They are the ones that keep the lights on every single day for everyone. They are the ones that give us the resources to help in economic development throughout our service territory.
“Everybody understanding what the organization has to deal with, while not always pleasant, we are always far better off if we understand the issues that are being addressed.”
Here’s how Alexander relates to employees and communicates his message, even when times are tough.
