The possibilities to learn, grow and be mentored are invaluable to both ICC and the young hires.
Glaser even credits millennials with helping change the atmosphere at the annual company meeting. Ten years ago, he says nobody would ask questions. Today, he can stand up there for a couple of hours and answer questions because people are truly interested and the millennial generation has a different view of the world.
“There are a lot of people asking a lot of questions, and I love it because if you’re scared as a leader to stand in front of your people and have them ask any question in front of 500 people, then you probably don’t have a culture where you’ve been able to get them to believe in you,” he says.
“I love it when I stand up there in front of a meeting because I really believe in what we do and everybody knows it. The leader has to be excited and passionate in every single way, and I don’t think anyone that I’ve ever known has ever accused me of not being passionate. I love what I do.”
Takeaways
- Growth keeps a company and its employees vitalized.
- Organizational change touches every aspect of the business.
- Developmental programs can be a competitive tool and differentiator.
The Glaser File:
Name: Steven Glaser
Title: CEO
Company: Information Control Co.
Born: Brooklyn, N.Y.
Education: University of Pennsylvania, bachelor’s in accounting and finance and a law degree.
What was your first job and what did you learn from it? Whenever I had any time, I worked for my father in the construction business. I learned that I didn’t want to do that.
I also learned about working with people and getting to know people, no matter what they do. Having them respect you and you respect them is vitally important in anything that you do.
What is the best business advice you ever received? I get lots of business advice. I’ve been very fortunate over the course of the years with my business partners, director and owner John Kratz and more recently chairman of the board and owner Blane Walter.
I learned a tremendous amount in the early part of building ICC from John. We’re totally different types of people. He’s a Midwestern who is sales oriented, and I’m a finance guy who is operations oriented.
We came together in a partnership and we learned from each other, and that was a big part for how we grew as a company. We both had expertise and we both thought in different ways, but we always agreed on a solution.
That’s a great partnership. Don’t always try to find someone who agrees with you. Find someone that has a different perspective, where you both trust your perspective and can come to a conclusion.
What business books would you recommend? My two favorite books are “American Icon” by Alan Mulally, who transformed Ford, and “Who says Elephants Can’t Dance?” which is Lou Gerstner’s book when he transformed IBM. I use those. These are people who transformed businesses that were in trouble to businesses that were in great shape.
You can’t just think because you’re doing well, you’re in great shape and you don’t have to transform. I always have that in mind. You always have to think, “How am I going to transform?”
