Be a strong leader
You are going to face challenges during growth, so Greber says it’s
important to be open to change, communicate openly with employees and be visible throughout the company to overcome these challenges.
“Change is necessary and good, so embrace it,” he says. “If we
remain set in our ways and stagnant, our business will become just
that. We try and promote a culture of change, that it’s necessary to
recognize and embrace it, because if we don’t, we will fall behind our
competitors.”
For maximum effect, align yourself with people who embrace
change. They will be the ones that can provide the ideas you need to
get through your most challenging times. When this happens, you get
everyone working together.
“That doesn’t mean everyone thinks and behaves in locked step
with each other,” Greber says. “You want fresh ideas and innovative
thinking, but you want a team of people who recognize the importance of and embrace change. Walk the walk and talk the talk, and
then articulate on a regular basis why change is important and necessary, not just for the sake of change.”
He says you identify these people by working with them, discussing ideas, and getting an understanding for their character and
personality.
If he finds someone that is not embracing change, he will move the
person to another part of the organization.
“We would try to find a slot where they fit best, and try to offer them
some training and mentoring,” Greber says. “If their attitude to training doesn’t fit within our business, we would, in a very well-intended
way, talk with them about what their business talents might work
better in.”
Open communication with employees will help you identify who’s buying in to change and who isn’t, but it takes a lot of work on the
part of the CEO.
“I’m a hands-on, open type of CEO, and I try to make myself visible,” he says. “I’m not somebody who stays in their office. I enjoy people, and I like to get out among them.”
Being visible has allowed Greber to learn information from his 280
employees, including new business or customer opportunities,
resources that are needed and how the business can run more efficiently.
“As many times as I visit with our different operating units and as
many people as I see, I learn how fortunate we are to have so many
talented, loyal and dedicated people, which re-energizes me,” Greber
says. “I realize how important it is to be a visible and available executive. It’s not expected, but it is appreciated and valued.”
He says you need to force yourself to schedule time to get out and
visit employees.
“Set a plan and follow it, embrace it and be open-minded,” he says.
“Hopefully, the results will be infectious, and you’ll see the value in
being visible and do it more and more.”
Being visible creates a culture of mutual respect between you and
your employees.
“It creates a sense of importance for all your associates and a value
for the business,” Greber says. “Everyone has their own role, and that
translates into more productive individuals and a more cost-effective
and profitable business.”
Greber plans to continue growing EQM while dealing with the
occasional growth spike. The company is in the midst of its “210 by
2010” plan, to reach $200 million gross sales and $10 million in earnings before interest and taxes by 2010.
“Have a well-thought-out, documented plan,” Greber says. “Have
dedication and attention to detail in implementing that plan, be persistent and stay the course, even during the difficult and unsuccessful periods but yet not so strong or narrow-minded in being afraid to
make a decision to deviate from the plan, where it becomes obvious
that you need to change the course.
“Constantly challenge yourself, particularly if some element of the
plan is not working. Lead with confidence and certainty so that others
have the same confidence and certainty in implementing your plan for
growth.”
HOW TO REACH: Environmental Quality Management Inc., (513) 825-7500 or www.eqm.com
