Confero Winter 2015: Issue 9 | Page 25

An Inter view with Dixon Schwabl thoughts/feelings and then acting. It doesn’t come from the top; it all comes from the bottom up which is an interesting approach. It has really helped us retain employees; it’s also helped us attract employees because the buzz internally is such that people want to work here. It’s really interesting to me because we’ve turned it upside down and backwards; and I’ve really learned a lot from Danny and Colleen Wegman who own and run Wegmans. Their approach is very similar. I admire and study their leadership; they obviously have it right and have been doing it a long time. 8. You and Mike Schwabl just recently just got named as cochairs for the United Way 2015 Campaign. What drives you both in being so active to giving back? LD: It’s one of our core values and it goes back to that. We live it every single day. Mike and I are on many boards—I’m on 13 boards and he’s also on a lot. I think it is our responsibility as business owners who have had any degree of success to give back to people who need our help. We’re there to deliver on that. This has been something, since day one, Mike and I have been passionate about. Mike comes from a journalism background like me, but he also comes from a not-for-profit background; he worked at Easter Seals. I’ve always been passionate about giving back even as a child, we did fundraising things like lemonade stands for the little community I grew up in. I come from a family that whole-heartedly believes in giving back and that it is a responsibility more than anything. The other thing is we know what our people want, they’ve told us—they want to feel good. What we do is not rocket science; we’re not saving lives … Side bonus: we’ve learned along the way is that people want to do business with people who give back. That’s not why we did it day one, but it’s a benefit that we’ve certainly seen over the years. So it’s not bad for business. 9. As far as all the perks go that you have, how do you keep costs under control where its not cutting into your profits? LD: Our productivity here is so high it takes care of itself. We do scrutinize; we don’t spend lavishly on perks. The perks that have the most meaning are the perks that don’t cost the most money. We get creative with how we deliver them. KS: We always have a Columbus Day clam bake for example and it’s put on by the business office so it’s not catered. We have people volunteer and bring equipment from home and people can bring a dish to pass. We get everything from Palmers and it takes up some time, but only that one day a year. For people with spouses that work at banks, they have off. So for them to have to come to work let’s try to make it as fun as possible—now it is in its 6th year. People really appreciate when you do volunteer and don’t just pick up the phone and call a caterer. That is actually a pretty cost effective event. Many CEOs bang their heads against the walls because they want millennials to behave like baby boomers; they’re not going to, so get over yourself already. Adjust your management style to what it is that they want, end of discussion.” LD: We do really cost effective things, like pumpkin carving contests; we buy pumpkins for everyone and send them home and their families get involved. That is important to us, that work-life balance. How can we contribute to having a fun opportunity at home, but then bring it back into the office, so families share with other families? That’s not an expensive thing. We’re very mindful because we do have profit sharing—we don’t want people thinking we’re spending frivolously because there is something in it for them too. So we have to be very, very careful and strike the right balance there. But because the productivity is so high our profitability is in check. So we don’t really have to worry too much about that, but we are mindful of it. 9 ½. How do you slowdown in an industry that never stops? Lauren: I asked my dad a similar question, six months into my business I would get up every single night and write myself notes in the middl